Titlebook: Entrepreneurial Negotiation; Understanding and Ma Samuel Dinnar,Lawrence Susskind Book 2019 The Editor(s) (if applicable) and The Author(s)

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Intervention

Know Your Entrepreneurial Self,tion and organizational leadership skills. This is best done by being explicit about one’s personal theory of practice and engaging the organization or team they work with to reflect jointly on their successes and failures, particularly their mistakes. In the Appendix, the book includes templates, c

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Samuel Dinnar,Lawrence SusskindPresents entrepreneurship as a sequence of negotiations within a galaxy of partners, investors, staff, suppliers, and potential consumers.Contains interviews with eight entrepreneurs as well as a deta

专心

骑师

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,Die Wasserverhältnisse von Untertagräumen,rough the good early stages of their start-up, several key challenges emerge: technical complexity, financial uncertainty, difficult relationships, and affected egos. The founders find it harder to communicate effectively and make decisions together, while the investors seem to be adding to the pres

Panther

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https://doi.org/10.1007/978-1-4684-1752-4 explains key negotiation factors, and identifies the eight worst negotiation mistakes that entrepreneurs commonly tend to make: they are self-centered, overly optimistic, put too much emphasis on “winning” in the short term, are too quick to compromise, try to work alone, haggle, rely too much on i

Mediocre

S. de Cheveigné,J. Klein,A. Légerir worst mistakes. Each talks about one or more of the eight mistakes presented in Chap. ., as described by founders with very different personalities and styles. These entrepreneurs come from diverse cultural backgrounds, work in different industries, and deal with a wide range of investor characte

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Miguel A. Ramos,Ulrich Buchenaunsitivity, and build their communication skills. This chapter provides very specific instructions about how to prepare for various kinds of negotiations (with actors in all parts of their entrepreneurial galaxy), how to handle moves while at the negotiation table, and how to reflect afterward. The g