In the last twenty‐five years negotiation has become widely recognized both as a topic of serious research and as an essential, frequently used set of skills. Organizations currently spend tens of billions of dollars annually on training, and mounting evidence suggests that training in interpersonal and problem‐solving domains typically has a significantly positive effect. But little systematic research has been conducted concerning the actual effectiveness of negotiation training. This article reviews the available evidence regarding the effectiveness of negotiation training using four levels of outcome measurement. While far less prevalent than one would wish, existing evidence suggests that negotiation training can have positive effects. In this article, I review the specific effects of different teaching methods, and recommend additional research.

An increasing number of Western firms are negotiating agreements with business partners in Asia and must achieve business‐critical results while building and protecting relationships. In this article, we review the literature regarding negotiation norms and approaches in Japan, China, and Korea. Drawing on structured interviews with experienced business executives at Hewlett–Packard, a U.S. corporation with a substantial presence in these countries, we highlight ways in which cross‐cultural difficulties can arise in negotiations between American organizations and their Eastern counterparts. We note similarities and differences across these cultures and propose an expanded prescriptive model on how to adapt and implement a mutual gains approach to negotiation with counterparts who are based in Japan, China, and Korea.