The introductory chapter sets the stage for the analysis of the role played by negotiations in organizations by examining how negotiation as a theoretical construct has evolved within the broader theories of organizations and industrial relations. Five papers in Part II identify a number of aspects related to how individual cognition affects the negotiation process, and the other three papers offer conceptual advances about basic decision processes that provide guidance on how negotiation decision processes can be changed. The presentations in Part III examine the potential for the use of third parties in organizational disputes, with attention to the use of the manager as arbitrator in conflicts over scarce resources, the mediator-advisor model for negotiations, and the use of judges in mediating out-of-court civil settlements. Some lessons from legal procedure regarding how managers might best intervene as third parties in a dispute and needs that should be met in future work pertaining to third-party intervention are also discussed. The papers in Part IV address the larger perspective of negotiation as a mechanism by which an organization manages and relates to its environment. Each paper examines the problem from a different perspective and with a differing degree of theoretical-empirical emphasis. In Part V, presentations focus on the practical application of negotiation procedures in organizations. The topics cover an influence perspective on bargaining within organizations, improving employee performance through bargaining, human resource management through bargaining, and bargaining within organizations. Chapter references are included. For individual documents, see NCJ 94061-70.