THE PECULIARITIES OF BUSINESS NEGOTIATIONS IN THE CONTEXT OF CONTEMPORARY ATYPICAL SITUATIONS OF THE REPUBLIC OF MOLDOVA

Abstract

Business negotiations are important processes in the business world and can have a significant impact on the success of a company or business. The purpose of this research is to identify the particularities of the negotiation process affected by atypical situations. The working hypotheses were summarized in the respondents' assessment of the influencing factors of the stages of the negotiation process and in the identification of deficiencies and solutions. For data collection, the questionnaire was used for the purpose of mixed quantitative and qualitative research. The results of the analysis of the collected data are graphical representations that contributed to the formulation of conclusions and behavioral recommendations in the process of negotiations in atypical conditions. The conclusions specify that atypical situations can significantly influence the negotiation process, but this influence can vary depending on the nature and context of the situation, so we must be prepared to face these difficulties. Recommendation for those who will consider this study when planning, organizing and carrying out negotiations, it is important to select and adapt the solutions and methods correctly according to the type of atypical situations that influence and the organization's objectives.

Headnote

Abstract: Business negotiations are important processes in the business world and can have a significant impact on the success of a company or business. The purpose of this research is to identify the particularities of the negotiation process affected by atypical situations. The working hypotheses were summarized in the respondents' assessment of the influencing factors of the stages of the negotiation process and in the identification of deficiencies and solutions. For data collection, the questionnaire was used for the purpose of mixed quantitative and qualitative research. The results of the analysis of the collected data are graphical representations that contributed to the formulation of conclusions and behavioral recommendations in the process of negotiations in atypical conditions. The conclusions specify that atypical situations can significantly influence the negotiation process, but this influence can vary depending on the nature and context of the situation, so we must be prepared to face these difficulties. Recommendation for those who will consider this study when planning, organizing and carrying out negotiations, it is important to select and adapt the solutions and methods correctly according to the type of atypical situations that influence and the organization's objectives.

Keywords: atypical situations, business negotiations, negotiation process, influencing factors, negotiator

JEL Classification: F51, J50, M12,

Introduction

Business negotiations are essential processes in the world of business, as they allow the parties involved to reach agreements and resolve differences in an efficient and mutually beneficial way. Business negotiations are the process by which two or more parties meet to discuss and reach an agreement on various aspects of a business or business transaction. These negotiations can take place in different contexts, including a sale, partnership, tender or strategic collaboration. Negotiations have been a subject studied over time by several authors and experts, who as a result of their studies have provided different definitions and perspectives on business negotiations.

Let's analyze what Chester L. Karrass1 tells us about negotiation, such as "Business negotiations are a process in which two or more parties communicate to reach an agreement regarding common or divergent interests.", then we understand negotiation as a process exchange. In fact in the early stages of research in the field of negotiations, they were seen primarily as exchange processes, where parties try to obtain mutual benefits through discussions and understandings.

However, the economic effects in the last decades, have been observed as a tendency towards defining business negotiations in several forms such as associations and cooperation. In this context we identify the work "Getting" - "Getting to Yes" by Roger Fisher2 in which we find that "Negotiations are a process of resolving differences through dialogue, where the parties try to reach an agreement that satisfies the needs and their interests." This perspective encourages the parties to seek win-win solutions, where both sides gain significant benefits through collaboration and mutual understanding. A similar approach is found in Roy J. Lewicki, David M. Saunders and John W. Mintons in the work "Negotiation" where "Business negotiations are a process of interaction between two or more parties trying to reach an agreement about to a subject of common or divergent interest, subject to constraints or limitations.". We believe that this perspective has placed more emphasis on communication and economic problem-solving.

A further evolution of definitions emphasized the strategic nature of negotiations in business. Thus Gavin Kennedy4 defines "Business negotiations are a form of strategic communication, in which the parties try to reach an agreement that will maximize their benefits and minimize their losses." These statements lead us to the finding that negotiators are seen as strategic agents who try to obtain advantages for their organizations and manage resources and interests in an efficient way.

As a new typology of business negotiations, we find it in Mary C. Kerns: "Business negotiations are a process of conflict resolution or decision1 making in which the parties try to reach an agreement that satisfies their own interests." with negotiation being treated as a process of conflict resolution. As the understanding of negotiations developed, it was recognized that they can also be used to resolve conflicts and disputes in a peaceful and constructive way.

The problem of the negotiations was the dispute of several statements "you can't get everything you want, but you can get it with strategy and time"6, „the ability to sell yourself and your ideas"7 „to let people think that they have won"8, „when both partners show respect, understanding and openness"9 „ The best time to negotiate is when you don't have to do it"10, etc. In our view, these quotes emphasize various aspects of negotiation, such as the importance of compromise, the ability to manage relationships and reach mutually beneficial solutions, and the need to have a balance between personal objectives and those of the other parties in a negotiation. It is important to note that there are currently many perspectives and theories on negotiation, and their definition may vary depending on the context and the approach of the author or researcher. In this context, we present a new vision of business negotiations under the conditions of some contemporary atypical situations identified in society and faced by the business environment. Negotiating business in today's atypical conditions requires a proactive and adaptable approach to the rapid changes in the global business environment. In a world where technology, social change and unforeseen crises can significantly affect the negotiation process, it is important to develop a new vision of this process.

I believe that the new vision of business negotiations in today's atypical conditions11 must be a holistic one, integrating flexibility, technology, sustainability, risk management, communication skills and collaboration. The approach must be tailored to the specific context and focused on achieving sustainable and beneficial outcomes for all participants.

Circumstances created when developing business negotiation practice in the context of atypical situations

For the business environment of the Republic of Moldova in the last 10 years, different conditions have been identified than the usual ones for the development of negotiation processes, whether financial, commercial, social or international. Such phenomena are considered in our opinion to be atypical situations for the performance of certain activities. Negotiations are an integral part of the business environment. The circumstances created for the emergence of situations different from the usual ones were created by the unforeseen political changes and the appearance of the embargo12 as a factor in creating atypical situations of negotiation for the business environment. Negotiating in atypical situations13 with unpredictable political changes can be extremely complex and demanding. In such situations, it is important to understand that the current political situation and the changes that have occurred require conditions for the business environment to be more prepared to adapt during negotiations. Unforeseen political situations can generate uncertainty, which will generate certain changes in the objectives and negotiation strategies. Thus, the economic agents are forced to take measures to minimize these risks or to protect their interests in the event of unforeseen developments. Unforeseen political situations can prolong the negotiations or generate unexpected obstacles. Such obstacles defined as atypical situations14 in the process of business negotiations for the business environment in the Republic of Moldova created by embargoes and sanctions have affected the business environment in the agrarian sector more. Obviously for an agrarian country, affecting the imports and exports that maintain the development of this field implies affecting economic activity at the micro-economic level.

There are certain requirements to successfully shift the market to other regions such as infrastructure development, investment in innovations, signing of some free trade agreements, etc. To facilitate export to alternative markets, it is essential to develop and modernize transport infrastructure, including railways, ports and road networks. Similarly, investment in innovation and research can help develop competitive products and services that can be successfully exported to international markets. Or the diversification of the range of exported products to meet the demands of different international markets. At this point we identify a break of 5-7-10 years if not longer. Namely, these factors have contributed to the destabilization of the business negotiation model according to the classic model and its adaptation to the conditions of atypical situations.

Another kind of circumstances were created by the global events caused by the pandemic, war, economic crisis, which affected the negotiation process and created more atypical negotiation conditions than the previous ones caused by the political changes inside the country. The particularities and difficulties of the negotiations caused by the atypical situation of COVID-1915 was studied by the author in the period 2020-2021, through which a focus of the process on three defining elements time, power and information was identified. Even in difficult circumstances, a respectful approach can help maintain dialogue and find solutions by approaching a diplomatic attitude. Business negotiations are affected by war in a neighboring country. This conflict has created for the business environment an atypical situation with many facets. On the one hand, the transit of goods from Ukraine to the territory of the Republic of Moldova, in some cases by means of local economic agents16. On the other hand, the competition created in foreign markets with the invasion of a flow of goods and services at low prices due to the volume and enormous quantities. These have made it difficult not only for exports but also for the commercialization of goods on domestic markets, a problem also faced by the business environment in Romania17, Polonia, Hungary, Bulgaria, Slovakia.

Exploring the possibilities of concluding free trade or economic cooperation agreements with other countries and regions to facilitate access to their markets is one of the possibilities for the business environment of the Republic of Moldova to negotiate without difficulty. But this process also did not bring any advantages. If we mention that the Republic of Moldova had signed the Partnership and Cooperation Agreement in 1998, later in 2010 initiating the negotiations for the Moldova - EU Association Agreement, which was signed in June 2014 in Brussels and ratified in July by the Moldovan Parliament18, then it would be difficulties caused by atypical situations for the business environment in the negotiation processes had to disappear. Although the Republic of Moldova has signed other Free Trade and Partnership Agreements with 27 other states, the atypical situations caused by the barriers did not manage to ensure a smooth negotiation process.

All these phenomena have contributed to the realization of a study, based on a questionnaire, which would shed light on the clarification of the elements of the negotiation process through the prism of the influence of atypical situations. This study will ensure a certainty regarding overcoming atypical situations caused by political phenomena, global events, etc.

Method and methodology of the study

This research is a quantitative one, it is based on collecting data from respondents in a systematic and structured manner. The 15-question questionnaire was distributed to a sample of 80 respondents. The respondents being randomly selected from among the people employed in the companies in the Republic of Moldova. The questionnaire was conducted via a Google Form, which included multiple-choice questions, estimation grids, and respondent data. These data were quantified, statistically analyzed and used to obtain information about the nature of the atypical situations that influence the negotiations, trends in the manifestation of atypical situations in the phases of initiation, organization, conduct of negotiations and relationships between the negotiation process and the personality and behavior of the negotiator.

Results and discussion

Analyzing the sample of respondents, we can present the following characteristic of them in table 1. The results show a majority presence of women in the process of negotiations of an atypical character, given the fact that it is considered a job more for men. Thus, of the 33.8% of men participating in the survey, 12.3% are aged between 21 and 31,7.5% are aged between 32 and 51 and 6.3% are older than 51. The women participating in the questionnaire have a weight of 66.2%. Of which 43.8% are between the ages of 21 and 31, 17.5% are between the ages of 32 and 41, 26.1% are between the ages of 42 and 51 and 8.0% are over the age of 51 year old. We found that 44% of the participants in the negotiation are between 21-31 years old, a fact that indicates certain advantages for this field. Young people bring with them unique perspectives and experiences that can contribute to finding innovative solutions, contribute to improving communication and understanding between different age groups, facilitate intergenerational dialogue, and ensure a better and more sustainable future. 63.7% of the respondents in estimating the negotiation process were based on their own experience and the experience of practices within the company, 18.8% evaluated according to intuition and only 17.5 followed the course of the theoretical aspects towards the subject negotiations. The fact that participants in the negotiation estimate the process is a guarantee for specific results and can help them be better prepared for further negotiations.

It is important to realize that negotiations are unpredictable, so flexibility and adaptability are also key in the negotiation process. Also, a lot depends on the negotiator and his position in the negotiation process. Respondents were also asked about their role and their quality in the negotiation process. Thus, the results are shown in diagram 1.

Source: made by the author based on the data from the questionnaire The fact that the majority of respondents are trained in negotiation teams confirms the skills of employees in carrying out a negotiation process and estimating its particularities. Being a member of the negotiating team means that you represent the interests of the organization or group and firmly support its positions and objectives during negotiations. Experience as a member of a negotiating team can provide opportunities for professional development and continuous learning, as well as growth to the level of a negotiating team leader. Only 13.7% of the respondents appeared as the head of the team, and 30% of them are already experts and confirmed negotiators.

With these results, we affirm the representativeness of this study and confirm the capacity and potential of the answers provided by them.

There are several types of business negotiations that can be analyzed, but the following were selected for the present study: commercial negotiations, financial negotiations, international negotiations which in the questionnaires constituted 76.3%. Other negotiations identified by the respondents in the business chapter refer to acquisitions, partnerships and labor contracts which constituted 23.7%. The estimated value in conventional units negotiated by the respondents by types of negotiations is shown in figure 2.

The main particularities of commercial negotiations are their clearly profit-oriented purpose on the part of the offered and to obtain advantages on the part of the buyer. Specifically, the parties involved in a trade negotiation aim to obtain benefits. Although commercial negotiations are aimed at immediate profit, it is often important to build long-term relationships between the parties. This can lead to future collaborations, partnerships, and mutual trust, which is beneficial to long-term business development.

The focus of the study was on the occurrence of atypical situations in the process of negotiations and the identification of their influence at the preparation and deployment stages. The respondents involved in the study were asked to appreciate the influence of the atypical situations presented earlier in this article and to determine which characteristics and actions of the processes of organizing and conducting the negotiation process suffered more. Thus, figure 3 shows the results of the respondents' assessments of the influence of atypical situations on the negotiation preparation process regarding: set objectives, documentation and information gathering, team building, the communication process, the place of the negotiations, the creation of the negotiation atmosphere and the time for the organization the negotiations.

Flexibility and adaptability are key factors under these conditions. Negotiators must be willing to quickly adapt to changing circumstances and adjust their strategies accordingly. This may involve re-evaluating goals and priorities in real time. As can be seen, the clear establishment of objectives was identified by 60 of the 80 respondents, the influence on documentation and information was noted by 60 of the 80 respondents, the influence on the formation of negotiating teams was noted by 65 of the respondents in total, the communication with partners before the initiation of the negotiation process was affected and made aware by 66 of those questioned. Less affected by atypical situations were setting the place of negotiation which was marked by 49 respondents, ensuring the atmosphere for negotiation valued as an influence by 59 respondents and time for negotiations valued by 55 of the respondents. A fairly high tendency of the influence appreciated by those questioned regarding the seven elements proposed for evaluation is observed. It is obvious that the atypical situations that arise at this stage actually influence the process of preparation and organization of negotiations. In this context, we note that economic, political or social crises, pandemics or other unexpected events can imply significant changes in the context of the organization of the negotiation process. Impairing the availability of parties to physically participate in negotiations has created a new possibility to create online or remote meetings. Sudden changes in the economy can significantly influence the positions and expectations of the parties regarding the negotiations. Atypical situations often bring with them uncertainty and additional risks. So atypical situations can have a significant impact on the process of organization and preparation of negotiations. Flexibility, adaptability and the ability to handle uncertainty are essential in such situations to ensure an effective and successful negotiation process. In atypical situations, the parties may have to re-evaluate their goals and priorities. This can lead to a reorientation of the negotiations towards different aspects or to the reconsideration of the terms and conditions of the agreement.

Once the organizational process is affected, the other stages of the process can obviously be affected. The next evaluation proposed to the respondents was on: presentation of offers and localization of products; agreeing on some compromises; the signing of contracts; arguments for offers; establishing force majeure rules; the assurance of communication processes; the ability to convince; the paraverbal stimulus; the place of the negotiation; the clothing and external appearance of the negotiation team members; physical and visual character of partners; non-verbal elements and mime; communication style components.

Analyzing the results, we find an influence on all the elements proposed for analysis that are part of the actual process of the negotiations. Thus in table 2 we transcribe the elements analyzed according to the degree of damage in 3 categories: extremely damaged, very damaged, damaged.

Referring to the three categories, it is important to be careful about the first group of elements of the negotiation process affected by atypical situations. So that the technical organization of the negotiation and the provision of a safe and efficient environment become a priority for all participants in the process. Apart from flexibility, participants must be prepared to change strategies to new realities. This may involve the development of backup plans or the analysis of alternative scenarios. It is important that organizers are prepared to quickly adapt to atypical situations that arise that cause changes in context and to approach new challenges with confidence and wisdom. Atypical situations can bring with them high levels of stress and uncertainty, which can affect how the parties make decisions and negotiate. It is important to manage these emotions effectively in order not to affect the results of negotiations. A dangerous aspect for the negotiation process may become the change of power due to the appearance of atypical situations. Or vice versa an atypical situation can create an opportunity.

However, the nature of atypical situations is both negative and positive. It is important to be very attentive to their appearance and to react quickly. In order to be prepared, studies, exchange of practices, theories based on methodologies, etc. are required. This study asked respondents to express their opinion regarding some solutions or directions for improving the negotiation process when atypical situations arise.

In figure 5 we present the solutions offered by the respondents involved in the study, who gave priority to the implementation of quality systems, the involvement of economic clusters, the application of innovations, the creation of platforms, the involvement of diplomatic missions.

Analyzing the solutions proposed by the respondents in figure 5, we observe a prevalence of the proposals for orientation on quality systems and on the involvement of innovations. These two solutions are at first glance different, but they are relevant today. Innovation can be a valuable solution for dealing with and handling atypical situations in business negotiations. When faced with unusual circumstances or challenges, organizations and negotiating teams can use innovation to come up with creative and effective solutions. It is important that organizations cultivate a culture of innovation and be open to exploring new ways and approaches to meet unexpected challenges in the negotiation process.

The implementation and maintenance of a quality management system19 (QMS) can be a valuable solution to manage atypical situations in business negotiations. The Quality Management System represents a structured framework to ensure the quality of an organization's products or services and can have a significant impact on a company's ability to cope and adapt to unexpected situations. There are quality standards for identifying, assessing and managing risks, for operational processes and for product or service quality. A quality management system can promote a culture of learning and adapting quickly. This aspect is important in atypical situations because it allows the organization to react more quickly and learn from previous experiences.

Another question, to which the respondents answered, was regarding the shortcomings encountered when conducting negotiations in atypical conditions. The results are shown in Figure 6.

Analyzing the results obtained in the survey and presented in figure 6, we notice that 21.3% of the respondents believe that the deficiencies that appeared in the negotiation process occur because of time pressure. Time pressure can cause parties involved to make quick decisions without considering all aspects or available options. This can lead to sub-optimal agreements, choices that are not well thought out, misunderstandings or misinterpretations. When time is limited, the parties may not have enough time to communicate properly and express their interests, concerns or priorities. The parties may feel they have no choice but to accept a settlement, whether it is best for them or not. Respondents had the same option for unstable or unpredictable conditions which accumulated 21.3% of the responses. In order to more effectively manage time pressure and volatile conditions in the negotiation process, it is important to pay attention to adequate preparation, remain calm and use effective communication techniques. Apart from the fact that negotiators need to maintain an open and constructive communication environment, it is also useful to recognize the time pressure and try to manage it appropriately. 18.8% of the respondents stated that in atypical situations, negotiations had difficulties arising from emotions and stress. Stress and anxiety can negatively influence the negotiation process. In these conditions, parties may avoid sensitive topics or hesitate to address issues that could trigger strong emotional reactions. It is recommended to postpone solving the problems until the time of de-tensioning.

The atypical situations20 that have recently affected the business environment in the Republic of Moldova, in our opinion, could affect in the future or have already affected a large part of the business environment in neighboring countries and even in the world. Research in the field of negotiations in atypical situations21 is quite limited and has not yet reached the attention of researchers, who have sought to concern themselves more with the elimination of dangers for their companies and survival in these conditions. However, being concerned about this subject, we consider it appropriate to present this study to the general public for consultation and the taking of some practices. Because the negotiation process22 takes place between individuals, and they behave approximately the same in situations of stress^, pressure, difficulty, threat, misunderstanding, etc. We conclude that atypical situations can positively or negatively influence the negotiation process and this influence can vary depending on the nature and context of the situation. It is important that the parties are willing to collaborate to face these situations effectively and to reach beneficial solutions for all parties involved. It is obvious that during the foundation of the theories regarding negotiation, the approach to situations different from those usual to the process existed, but with the emergence of new circumstances, information technologies, the development of the technical revolution, innovations, sustainable development, new methods and models of negotiation also appear. Obviously, a study based on a quantitative method can be inferior to a qualitative study, which is why we reserve this objective for further research with the same destination.

Conclusion

In conclusion, we can say that all these changes will contribute to the adaptation of the business negotiations format. With increasing concerns about atypical situations related to political changes and global events, negotiations should also include sustainability issues.

The research in question has identified the researcher's main concerns. The main hypothesis, if the negotiations are affected by the atypical situations and were this an environment for creating deficiencies, was confirmed. As a result of the study we established that time crises, political and economic uncertainties significantly affect negotiations at all stages. Negotiators should be prepared to proactively assess and manage risk and identify opportunities amid uncertainty. In unusual situations, communication skills become crucial. Active listening and empathy are important to better understand the needs and concerns of the other participants in the negotiations. Technology can be a valuable tool in negotiations, facilitating communication, data analysis, and collaboration at a distance.

Identifying the deficiencies and problems encountered by the negotiators from their own experience in the negotiation process, represents an advantage in addressing the emergence of atypical situations. Rather than a strictly competitive approach, the negotiations could focus more on collaboration and developing long-term partnerships. This can lead to more sustainable outcomes and increased value for everyone involved. The business environment is evolving rapidly, and negotiations are no exception. Negotiators should invest in their personal development and be willing to learn and adapt as situations become increasingly complex.

The recommendations and solutions identified because of the study contribute to the adaptation of the negotiation process, which is increasingly present in the commercial, financial, social, political, managerial processes to these conditions. Atypical situations being cataloged as improvement processes.

Footnote

1 Karrass, Give and Take: the Complete Guide to Negotiating Strategies and Tactics, Publisher HarperCollins, New York, Revised edition, 1993, 320 pag., p. 56-59

2 R. Fisher, W. Ury et al. Getting to Yes: Negotiating Agreement Without Giving, Penguin Publishing Group, London, 2011, 240 pag., pp. 123-128

3 J. Roy Lewicki, M. David Saunders and W. John Minton, Negotiation, McGraw-Hill Education (ISE Editions); International 2 Revised ed edition (July 1,1999), 528 pag., p.49

4 G. Kennedy, Kennedy on negotiation, Gower Publishing, Ltd., 1998,335 pag., p. 27., p. 278

5 T.R. Kurtzberg, Mary C. Kern, Negotiating at Home: Essential Steps for Reaching Agreement with Your Kids, Publisher: ABC-CLIO, LLC, Santa Barbara, CA, USA, 2020, 200 pag., p.68.

6 D.M. Reeves, B.N. Grosof, M.P. Wellman, and Hoi Y. Chan, Toward a Declarative Language for Negotiating Executable Contracts, International Business Machines Incorporated, Thomas J. Watson Research Center, 1999, p. 39-48. Aviable https://cdn.aaai.org/Workshops/1999/WS-99-01/WS99-01-007.pdf

7 M. Geraghty, Anybody CanNegotiate-Even You!, Bloomington: iUniverse, Indiana, USA, 2006,148 pag., p.32-33

8 L.J. Brahm, Doing Business in China: The Sun Tzu Way, Vermont: Tuttle Publishing, North Clarendon USA, 2004,160 pag. p. 45-47

9 D. Waitley, The Psychology of Winning: The Ten Qualities of a Total Winner, London: Penguin Publishing Group, 1995,192 pag. p. 15-16

10 H. Kissinger, Diplomacy, New York: Simon & Schuster, 1994, 912 pag. p.618-623

11 L.Sargu, C. Coman, et all. Negocierile intre metodä Q procès in condifii atipice. Monograf, Publicing Varsovia: iScience, Poland, 2020,120 pag. p.

12 Russian embargo will hit apple exporters (2022), available online https://moldova.europalibera.org/a/embargoul-rusesc-va-lovi-%C3%AEn-exportatoriide-mere/3i982204.html

13 L. Sargu, C. Coman, Method of Handling the Atypical Situations Management through the Informational System, in: Saudi Journal of Business and Management Studies, Volume 4, Issue 9, Dubai, United Arab Emirates, 2019 pag. 708-711, https://scholarsmepub.com/sjbms-49/

14 L. Sargu, Management of atypical situations through the quality management system. In: The collective monograph Management of innovative development the economic entities, Poland, 2018,198-208 pag.

15 L. Sargu, Yu. Valeeva, C. Gîdilica, Approaching Trade Negotiations Under Atypical Conditions Created at Global Pandemic Level, Proceedings of the International Conference Digital Age: Traditions, Modernity and Innovations (ICDATMI 2020), The proceedings series Advances in Economics, Business and Management Research, Volume 489, pag. 26-30, Available, DOI: https://d0i.0rg/10.2991/assehr.k.201212.006,

16 Moldovan producers - affected by imports from Ukraine. What the authorities say about aid for farmers, 2023, Available https://realitatea.md/producatorii-moldoveniafectati-de-importurile-din-ucraina-ce-spun-autoritatile-despre-ajutorul-pentruagricultori/, Visited (11.11.23)

17 Cereal imports from Ukraine at the negotiating table 2023, Available https://www.dw.com/ro/importul-cerealelor-din-ucraina-la-masa-negocierilor/a66865458, Visited (17.11.23)

18 European Union 2023, Available online https://amp.gov.md/portal/node/36, Visited (12.11.23)

19 L. Sargu, Quality management system. Between theory and regulation, Chisinau, USEM, 2022, pag. 282, p. 111-121

20 L. Sargu, The factors of the formation of atypical situations in the conditions of the market economy. In: Materials of the International Conference "Sustainable economicsocial development of euro-regions and cross-border areas", XIV edition, Iasi, Romania, 2018, page 463-470

21 L. Sarga, Management Functions In Atypical Situations, in: Knowledge Horizons, Economics, Volume 11, Issue 3, Bucharest, Romania, 2019, page 52-61

22 C.B. Craver, Legal negotiation process and techniques, George Washington University Law School, Washington, D.C., 2011, 56 pag. aviable file:///C:/Users/Utilizator/Downloads/NEGOTPROCESSBANK.pdf

23 M.H. Bazerman, J.R. Curhan, D.A. Moore, and Kathleen L. Valley. Negotiation. Annual review of psychology 51, no. 12000, pag. 279-314. https://d0i.0rg/10.1146/annurev.psych.51.1.279

References

References:

Bazerman, Max H.; Curhan, Jared R.; Moore, Don A., and Valley, Kathleen L., (2000), Negotiation. Annual review of psychology 51, no. 1, pag. 279-314. https://doi.org/10.1146/annurev.psych.51.1.279

Cereal imports from Ukraine at the negotiating table 2023, Available https://www.dw.com/ro/importul-cerealelor-din-ucraina-la-masanegocierilor/a-66865458, Visited (17.11.23)

Craver, Charles B., Legal negotiation process and techniques, George Washington University Law School, Washington, D.C., 2011,56 pag. aviable file:///C:/Users/Utilizator/Downloads/NEGOTPROCESSBANK.pdf European Union 2023, Available online https: //amp.gov.md/portal/node/36, Visited (12.11.23)

Fisher, R.; Ury, W. et al., (2011), Getting to Yes: Negotiating Agreement Without Giving, Penguin Publishing Group, London, 240 pag.

Geraghty, M., (2006), Anybody Can Negotiate-Even You!, Bloomington: iUniverse, Indiana, USA, 148 pag.

Karrass, Chester L., (1993), Give and Take: the Complete Guide to Negotiating Strategies and Tactics, Publisher HarperCollins, New York, Revised edition, 320 pag.

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Kurtzberg, Terri R.; Kern, Mary C., (2020), Negotiating at Home: Essential Steps for Reaching Agreement with Your Kids, Publisher: ABCCLIO, LLC, Santa Barbara, CA, USA, 200 pag., p.68.

Laurence, J. Brahm, (2004), Doing Business in China: The Sun Tzu Way, Vermont: Tuttle Publishing, North Clarendon USA, 160 pag.

Lewicki, J. Roy; M. David Saunders and W. John Minton, (1999), Negotiation, McGraw-Hill Education (ISE Editions); International 2 Revised ed edition, 528 pag.

Moldovan producers - affected by imports from Ukraine. What the authorities say about aid for farmers, 2023, Available https://realitatea.md/producatorii-moldoveni-afectati-de-importuriledin-ucraina-ce-spun-autoritatile-despre-ajutorul-pentru-agricultori/, Visited (11.11.23)

Reeves, Daniel M.; Grosof, Benjamin N.; Wellman, Michael P., and Chan Hoi ¥., Toward a Declarative Language for Negotiating Executable Contracts, International Business Machines Incorporated, Thomas J. Watson Research Center, 1999, p. 39-48. Aviable https://cdn.aaai.0rg/W0rksh0ps/1999/WS-99-01/WS99-01-007.pdf

Russian embargo will hit apple exporters (2022), available online https://moldova.europalibera.org/a/ embargoul-rusesc-va-lovi%C3%AEn-exportatorii-de-mere/3i9822O4.html

Sargu, L.; Coman, C., (2019), Method of Handling the Atypical Situations Management through the Informational System, in: Saudi Journal of Business and Management Studies, Volume 4, Issue 9, , Dubai, United Arab Emirates, pag. 708-711, https://scholarsmepub.com/sjbms-49/

Sargu, L., (2022), Quality management system. Between theory and regulation, Chisinau, USEM, pag. 282, p.111-121

Sargu, L., (2018), The factors of the formation of atypical situations in the conditions of the market economy. In: Materials of the International Conference "Sustainable economic-social development of euro-regions and cross-border areas", XIV edition, Iasi, Romania, page 463-470

Sargu, L., Valeeva Yu., Gîdilica C., (2020), Approaching Trade Negotiations Under Atypical Conditions Created at Global Pandemic Level, Proceedings of the International Conference Digital Age: Traditions, Modernity and Innovations (ICDATMI 2020), The proceedings series Advances in Economics, Business and Management Research, Volume 489, pag. 26-30, Available, DOI: https://d0i.0rg/10.2991/assehr.k.201212.006,

Sargu, L., Coman, C., et all. (2020), Negocierile între metodâ si procès in conditii atipice. Monograf, Publicing Varsovia: iScience, Poland, 120 pag. p.

Sargu, L., (2019), Management Functions In Atypical Situations, in: Knowledge Horizons, Economics, Volume 11, Issue 3, Bucharest, Romania, page 52-61.

Sargu, L., (2018), Management of atypical situations through the quality management system. In: The collective monograph Management of innovative development the economic entities, Poland, 198-208 pag.

Waitley D., (1995), The Psychology of Winning: The Ten Qualities of a Total Winner, London: Penguin Publishing Group, 192 pag.