Cross‐cultural negotiation behavioural differences: domestic‐focused versus worldwide‐oriented firms

Abstract

In this age of the global economy, cross‐cultural negotiation is becoming an increasingly important part of the management and marketing process for nearly every firm. Compares the cross‐cultural negotiation behaviour and differences in the perceived processes between those firms which consider themselves North American‐focused and those firms which report a worldwide or international outlook. Proposes several hypotheses, reports significant differences between the two groups and provides analysis.

Citation

Gulbro, R. and Herbig, P. (1995), "Cross‐cultural negotiation behavioural differences: domestic‐focused versus worldwide‐oriented firms", Cross Cultural Management: An International Journal, Vol. 2 No. 3, pp. 3-14. https://doi.org/10.1108/eb008391