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1 – 2 of 2Kjell Grønhaug and Joyce Falkenberg
A study of the top management team′sunderstanding of their own company′s strategicpositioning reveals greater levels of differencesin perceptions than might be expected…
Abstract
A study of the top management team′s understanding of their own company′s strategic positioning reveals greater levels of differences in perceptions than might be expected or desirable. The perceptions of competitors was even less closely shared. These results suggest scope for training managers in environmental observations and in communicating their observations and beliefs.
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Jan Halvor Natlandsmyr and Jørn Rognes
Previous research on international negotiations has primarily examined cross‐cultural differences in behavioral styles. Supplementing this prior research, we focused on outcome in…
Abstract
Previous research on international negotiations has primarily examined cross‐cultural differences in behavioral styles. Supplementing this prior research, we focused on outcome in negotiations. The study examined relationships between culture and outcome in contract negotiations, and analyzed how negotiation behavior mediates between culture and outcome. Sixty Mexican and Norwegian subjects participated in a negotiation simulation with potentially integrative outcomes. The study included 12 Mexican dyads, 12 Norwegian dyads, and 6 cross‐cultural dyads. Two aspects of outcome: joint benefit and distribution of benefit between negotiators, and two aspects of process: progression of offers and verbal communication, were examined Results indicated an effect of culture on integrative results, but not on distribution of benefit. Process differences found were related to the progression of offers over time, and not to verbal communication. Managerial implications are discussed and directions for future research indicated.