Some authors describe Negotiation as a zero-sum transaction, meaning that a gain for one party results in only a loss for the other party. However, for Mahmoodi (2012), the negotiation actually ends with one of four possible outcomes: Loser-Loser, Winner-Loser, Winner-Winner, or No result. And the outcome depends on the objectives of the negotiators.

Culture interferes with the negotiation process. The business field deals since a long time and increasingly with intercultural relations. Companies make the vow of effective intercultural negotiation. Yet an intercultural negotiation is a challenge because what is given importance in one culture is not necessarily what people give importance to in another culture. Adler (2002) argued that effective cross cultural negotiation is one of the most important international business skills.

Thus, he (Adler, 2002) believes that effective negotiators recognize and manage the impact of each situational factor on the negotiation process both in their cultural perspectives and those of their counterparts.

Would it be a Truth of La Palisse to say that negotiating in Cyber Security meets the same requirements as negotiating in business? First, because Cyber Security is nothing else than one of the pillars on which business is based. Indeed, the target of Cyber Security is protecting the most precious asset of business: information. Then, because Cyber Security is itself also a business area and as such it is subject to negotiation requirements to succeed.

References:
Adler, N. (2002). International Dimensions of Organizational Behavior. 4th Edition, South-Western, a division of Thomson Learning. USA
Mahmoodi, K. (2012). Negociation strategies and skills in international business: A Study of Negotiators in Finland. Finland