کشف و تبیین ادراکات مدیران بازاریابی از مذاکرات حضوری بین سازمانی

در مورد اهمیت مذاکره در امور مختلفِ مدیریتی تحقیقات متعدد و متنوعی انجام شده است؛ اما به نظر می‌رسد مشکلی که مدیرانِ امروزی با آن دست‌به‌گریبان هستند ناشی از عدم شناخت مذاکره یا ندانستن ماهیت آن نیست بلکه از شیوه به‌کارگیری آن ناشی می‌شود. هدف اصلی مقاله پیش رو این است که ادراک مدیران از مذاکرات حضوری بین سازمانی چیست و این مسئله چه تاثیری بر ارتباطات بین فردی آن‌ها دارد. روش تحقیق پژوهش پیش رو، پدیدارنگاری بوده و روش گردآوری داده‌ها مبتنی بر استفاده از منابع کتابخانه‌ای و روش میدانی است. برای تحلیل داده‌ها از انواع شیوه‌ها استفاده شده که در سه مرحله کدگذاری، تعیین طبقات توصیفی و شکل دادن فضای خروجی به کار گرفته شده‌اند. جامعه آماری تحقیق حاضر، مدیران بازاریابی خبره در کارخانجات تولیدی شهرک صنعتی توس شهر مشهد بوده و از روش نمونه‌گیری غیر احتمالی هدفمند استفاده شده است. مشارکت‌کنندگان پژوهش 63 نفر بوده‌اند. برای تشکیل فضای نتیجه، روش سلسله مراتبی به کار گرفته شد و طبقات وصفی شش‌گانه که هر یک نشان‌دهنده مفهوم خاصی از پدیده مذاکره در ارتباطات سازمانی بود به ترتیب پیچیدگی مرتب و به یکدیگر مرتبط گردید.

Identifying and Explaining the Marketing Managers’ Perceptions of Face-to-face Inter-organizational Negotiations

1 INTRODUCTIONToday’s widespread use of organizational negotiations led many managers to exert obsessivecompulsive reactions such as fear of negotiation. According to previous research, managers may perceive a single phenomenon differently. Therefore, one of the main concerns of scholars is to know the managers apos; perception of the negotiation phenomenon. In this regard, an important issue is that individuals’ perception of organizational situations is not necessarily consistent with reality; interpretation of reality may be different from reality itself. Therefore, the main purpose of this study is to know how managers perceive the organizational negotiation phenomenon. To do so, it is to identify and categorize their negotiating experiences to reach a deeper understanding of this phenomenon.2 THEORETICAL FRAMEWORKThere are various definitions of negotiation, all of which convey the same concept in a different way. According to a common definition, negotiation refers to a dialogbased process that is accomplished to solve a problem or achieve an agreement on common interests in such a way that satisfies all parties. As defined in the Merriam Webster dictionary, negotiation is the act or process of negotiating with the other party to reach an agreement on the issue at hand. Thompson considers negotiation as a decisionmaking process among individuals which is sometimes necessary to reach the organizational goals. Bazerman and Moore suggest that negotiation may occur when two or more parties need to do common actions but have different priorities and preferences (Buettner, 2006).3 METHODOLOGY This present study utilized the phenomenography method. The statistical population was comprised of expert marketing managers at Toos Industrial Town of Mashhad and sample members were selected by conducting a nonprobabilistic purposeful sampling. To identify descriptive categories from interviews, they were written down and processed through theoretical coding. Obtained data were analyzed repeatedly to ensure that extracted categories are most consistent with interviews apos; content. Finally, descriptive categories incorporated in a wider framework called result space. In each step, first, descriptive categories were designed, and then, their inclusiveness and exclusiveness were examined with respect to the fields and codes resulted from analyzed interviews.4 RESULTS DISCUSSIONDifferent perceptions of the understudy phenomenon were identified and presented in 6 separate descriptive categories and 3 levels of perceptual complexity. At the first level of perceptual complexity i.e. the individual level, there is a descriptive category referred to as selfpromotion. In this category, the phenomenon of negotiation was determined to have a direct effect on the relationships, so that increases the emotional weight of individual communications. In addition to increasing the quantity and quality of interpersonal communications within the organization, increasing trust in personal relationships has been experienced. The focus of this category is on “fruitful relationships” and “trusted relationships.” The second level of perceptual complexity i.e. the organizational level encompasses 4 descriptive categories entitled unethical tricks, social networks, positive networking, and reinforcing the human role. At the third level of perceptual complexity i.e. the social level, there is one descriptive category. This level represents the negotiationaverse behaviors and negotiation occurs in the context of social culture. This culture does not have the capacity to solve problems through negotiation and the vast majority of behaviors are dominated by boredom and impatience.5 CONCLUSION SUGGESTIONSBased on the obtained results discussed above, practical and research implications are presented as follows:(A) Based on the descriptive category of negotiationaverse culture, it is necessary for supervisors to examine this undesirable perceived image of organizational negotiation, and given the organization’s social responsibility, make needed changes in all the organizational levels and even in the employees’ families.(B) It is recommended that managers pay attention to the collective consciousness of the organization members about the importance of negotiation in line with adopting new technologies. Hence, managers can better plan both training and using the negotiation.(C) In the interpretive researches on the organization most of which are based on observation and interview for data gathering, individuals do not usually express their lived experience without distortion. Therefore, it is suggested that other researchers do the same research using another qualitative method and compare the results.