A model of the negotiation process is developed and applied to a sample of negotiation cases through qualitative meta-analysis. Key findings revealed a two-dimensional matrix comprising the entire negotiation process, and suggest that value creation strategies should be used for both parties in such transactions to achieve mutual benefits. This article is intended to provide scholars with a new perspective and taxonomy on the negotiation dimensions, and implications of these findings for managerial practice are discussed.
Keywords: negotiation dimensions; four-type negotiation matrix
