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Environmental determinants of International Business Negotiations: A Strategic Planning Model Negotiation is a skill which can be learned. Most American and Western executives do not, however, devote sufficient time or effort to learn the art of negotiation or to understand the cultural differences among nations. The accelerating interdependency among global societies and the growing role of U.S. and Western countries in international trade, especially with Third World governments, strongly necessitate learning, experience, and training in this important task. True understanding of environmental determinants, styles, and tactics of international business negotiations is a must, if one is to achieve desirable outcomes. The old attitude of bargaining overseas and the John Wayne approach will not work anymore. “Go native” and “adaptibility” will be the key words for successful international business negotiations in the future.

Global companies increasingly rely on the effectiveness of business negotiations for their survival and growth. As an important business function for creating and maintaining successful relationships, international business negotiations during the last decade (1990‐2000) have attracted considerable attention among researchers. Although these research efforts have shed light on several aspects of international business negotiations, there has been neither a comprehensive assessment of the knowledge gained, nor a systematic analysis of the issues that this research appears to have left unexplored. It is the purpose of this study to provide a thorough review of the publications on international business negotiations generated in the last decade, identify trends, assess where the discipline currently is and where it might be going.

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.

Reports on the development and the validation of a measurement scale of International Business Negotiators (IBNs), derived from the literature and confirmed byself‐perceptions of Chinese business negotiators. Following a qualitative approach, the authors analyzed literature based on prior works in international business negotiations, cross‐cultural management, international business executives, and Sino‐Western business negotiations, to derive themes and items for developing an IBNs measurement scale. The key‐informant method was used to survey Chinese business negotiators (N₁=92, N₂ =478) for operationalizing the IBNs scale. Exploratory and confirmatory factor analyses, as well as structural equation modeling analysis, were carried out to examine and to validate factor structures, internal consistency, unidimensionality and the construct validity of the IBNs. The results justify a ten‐factor IBNs scale with significant psychometric properties.

The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy‐to‐understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.

Treating negotiations as a technique which can be learned and adapted to international business, this article takes a problem solving approach and endeavors to provide some guidelines for successful negotiating. It addresses the different stages of the negotiation process and provides a strategic planning model for negotiations.

This paper develops the argument for analyzing negotiations from an institutional perspective. A major theme of the argument being advanced in this paper is that the institutional perspective provides a more comprehensive understanding of the negotiation process in its entirety. The negotiation process can be broken down into three distinct components, namely (a) the pre‐negotiation phase; (b) the negotiating phase; and (c) the post negotiation evaluation. Each of these phases is critically influenced by a specific component or components of the institutional environment. Scott's distinction between the regulative, the normative, and the cognitive dimension of the institutional environment is drawn upon to illustrate the usefulness of this perspective. The framework is applied to assess the similarities and differences between Indian and Chinese institutional environments and their implications for negotiating processes in the countries discussed. Choosing India and China to illustrate the utility of this framework is justified by the fact that India and China are both in the process of transforming their economies, and although confronted with similar challenges, they have dealt with them in very different ways. This comparison is thus useful, not only for illustrating the value of the institutional perspective, but also for understanding the dynamics of the negotiation process in these countries.

This exploratory study focuses on identifying the key cultural and other contextual influences that affect the process and outcome of commercial negotiations between Pakistanis and Non‐Pakistanis. A survey of negotiators was conducted asking for information, based on their experience, about the business negotiation process involving Pakistanis and Non‐Pakistanis. Utilizing the studies of Hofstede, and Salacuse, the responses of Pakistani and Non‐Pakistani negotiators are analyzed and cultural traits displayed by Pakistani negotiators in international business negotiations are identified.

The purpose of this case study is to provide an opportunity for students to conduct realistic business analysis applying subject material related to cross‐cultural issues presented in the international business and international management courses.

The hypothetical case study requires students to participate in a complex international business negotiation while treating cross‐cultural issues. Two profiled hypothetical companies are negotiating to transport product from Japan to the USA. Negotiation issues are identified and national cultural considerations are emphasized.

The case reflects refinements based upon its use during the past few years. Students are provided a realistic experiential exercise. Student feedback indicates a heightened sensitivity to cross‐cultural considerations and business negotiation skills that transcends their assigned textbook readings and traditional testing.

As with any classroom exercise, differences do exist with “real‐world” business practice. Students do not fully appreciate the pressures and tensions experienced by business professionals with respect to selecting a particular revenue stream from a series of potential revenue streams and resource limitations constraining managerial decision making.

The case study provides an experiential exercise for students to apply theories and concepts learned from the textbook and the instructor's lectures.

The case study offers a complex view of the myriad of cross‐cultural considerations inherent in an international business negotiation. The case study provides value to the instructor and the students as it reinforces discipline theories and concepts in a meaningful way creating an active learning environment fostering academic excellence.

The purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil.

The study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was developed to assess the behavior of the Brazilian negotiator in agreement with three metaphors: “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior”.

The three roles “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior” comprised similar as well as contradicting characteristics. The Brazilian negotiator chose naturally and even paradoxically from these role features, effectively negotiating any given situation, context and time. During the pre- and post-negotiation phases, traits of the “African Capoeirista” and “Indigenous Warrior” were the most salient. During the formal negotiation phase, however, the characteristics of the “African Capoeirista” and “Portuguese Bureaucrat” dominated.

International business negotiations in Brazil call for an in-depth comprehension of the paradoxical roles that local negotiators take on to achieve better negotiation outcomes.

The present study unveiled the contradicting Brazilian negotiating style in international business negotiations, thus acquiring a better understanding of the negotiation process in the Brazilian market.