Drishtikon: A Management Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Emerging Strategic Issues in Global Business Negotiation: Sharing Global Vision


Affiliations
1 Senior Professor (International Business), Asia Pacific Institute of Management, New Delhi-110025
     

   Subscribe/Renew Journal


integration of national economy with the global economy through virtual removal of all conceivable forms trade barriers across geopolitical boundaries. This, in turn, has opened-up new vista of enormous trade opportunities for international trading players and partners for business expansion ventures through multilateral contracts, deals and negotiations in all sectors of economy. Hence, to move on with the fast-changing global economy the shape of things to come should be to embrace such of those negotiation policies and strategies that are most innovative, imaginative and challenging to overcome cross-cultural and geopolitical barriers as are often confronted with in dealing global businesses. The paper highlights some of the important aspects that need to be carefully considered for entering into successful International business negotiation through sound processes. In global negotiation, cross-cultural issues figure prominently and largely determine the success or failures of negotiations, especially for joint-ventures. Several Negotiation process Models have been developed and tested with varying degrees of success; and yet many more are still evolving- wherein corporate experiences and modus operandi differ. Among other things, diplomacy and, corporate ethics should play a pivotal role for long-term sustainability of international negotiation. Best Alternative to Negotiated Agreement (BANA) can be successfully planned, tested, executed and delivered in the event the 'Breakthrough Negotiation' approach faces rough weather in reaching International Agreements. Cultural intelligence and proper analysis of geopolitical factors, especially those that are relevant to multilateral trade agreements under the WTO regime, can go a long way in averting overseas corporate failures in global business negotiations. The paper highlights these aspects

Keywords

Global Business, Cross-cultural & Geopolitical Barrier, Cultural Intelligence, Negotiation Process Models, BATNA, Break-through Negotiation, Multilateral Trade Agreements
Subscription Login to verify subscription
User
Notifications
Font Size


  • Hoffmann, G. (2001), When scientists or engineers negotiate. Research Technology Management, 44(6), 13-16.

  • Mintu-Wimsatt, A. & Gassenheimer, J. B. (2000). The moderating effects of cultural context in buyer-seller negotiation, The Journal of Personal Selling & Sales Management, 20(1), 1-9

  • Fisher, Roger (2008), 7 Elements of Negotiation: http://www.pon.harvard.edu/hnp/theory/tools/7elements.shtml

  • A cuff, Frank L. (1997). How to Negotiate Anything with Anyone Anywhere Around the World. New York: American Management Association.

  • Roger Fisher and William Ury, Getting to Yes, (New York: Penguin Books, 1983)

  • Howard Raffia (1983), Negotiation Analysis: The Science and Art of Collaborative Decision Making- http://www.flipkart.com/negotiation-analysis-howard-raiffa- David/0674008901-o3w3fuk7nc) Jeffrey Cruikshank’s- Breakthrough Negotiation- http://www.flipkart.com/breaking-impasse-lawerence-susskind-lawrence/0465007503- xw3fr3l9c

  • Hendon, Donald, Hendon, R.A., and Herbig, P (1996), Cross-Cultural Business Negotiations, Westpost, CT: Quorum.

  • Aydin, C. H. & McIsaac, M. S. (2004), The impact of instructional technology in Turkey, Educational Technology, Research and Development, 52(1), 105-113.

  • Reigle, R. F. (2001), Measuring organic and mechanistic cultures, Engineering Management Journal, 13(4), 3-9

  • Hofstede, G. (1980) Culture’s Consequences, Sage Publications, London.

  • Hofstede, G. (1991) Cultures and Organizations: Software of Mind. McGraw-Hill

  • Chang, L. C. (2003). An examination of cross-cultural negotiation: Using Hofstede framework. Journal of American Academy of Business, 2(2), 567-570.

  • Janosik, Robert (1991), Rethinking the Culture-Negotiation Link in Negotiation Theory and Practice, eds. J. William

  • Breslin and Jeffery Z. Rubin, (Cambridge: The Program on Negotiation at Harvard Law School, 1991), pp. 235-246.

  • Osman-Gani, A. M. & Tan, J. S. (2002). Influence of culture on negotiation styles of Asian managers: An empirical study of major

  • cultural/ethic group in Singapore. Thunderbird International Business Review, 44(6), 819-840.

  • Brett, J. M. (2001). Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries, San Francisco: Jossey-Bass.

  • Rubin, J.Z., Brown, B.R. (1975), The Social Psychology of Bargaining and Negotiation, Academic Press, New York, NY

  • Peterson, R. M. & Lucas, G. H. (2001), Expanding the antecedent component of the traditional business negotiation model: Pre-negotiation literature review and planning-preparation propositions. Journal of Marketing Theory and Practice, 9(4), 37-50.

  • Graham, John L (1985), "The Influence of Culture on the Process of Business Negotiations," "Journal of International Business Studies, Vol 16, no. 1 1985 pp. 81-96

  • Cai, D. A. & Wilson, S. R. & Drake, L. E. (2000), Culture in the context of intercultural negotiation: Individualism-collectivism and paths to integrative agreements. Human Communication Research, 26(4), 591-618.

  • Lee, H.G (1998), “Do Electronic Market Marketplaces Lower the Price of Goods,” Comm. of the ACM, Vol. 41 No.1, Jan. 1998, pp. 73-80.

  • Sebenius, J.K. (2001) ‘Six Habits of Merely Effective Negotiators’ Harvard Business Review April, pp.87-95

  • Fisher, R; William Ury & Bruce Patton (1991), Getting to Negotiating Agreement without giving in: http://books.google.co.in/books?id=sjH3emOkC1MC&dq=Best+Alternatives+to+Negotiated+Agreement+(BATNA),+Fisher+et+al&printsec=frontcover&source=bn&hl=en&sa=X&oi=book_result&resnum=4&ct=result#PPP1,M1

  • Raiffa, Howard, John Richardson, and David Metcalfe. (2002), Negotiation Analysis: The Science and Art of collaborative Decision Making. Cambridge, Massachusetts: Harvard University Press.

  • Weiss, S.E. (1993). Analysis of Complex Negotiations in International Business: The RBC Perspective, Organization Science, 4(2): 269-300.

  • Ghauri, P. (1996) ‘Introduction’ in Ghauri, P.N. and Usunier, J. (eds), International Business Negotiations Oxford, Pergamon, pp.3-20

  • Lewicki, R.J., Saunders, D.M., & Minton, J.W. (1999). Negotiation 3rd ed. Burr Ridge, IL: McGraw-Hill.

  • Graham, J.L., & Sano, Y. (1989). Smart Bargaining: Doing Business with the Japanese, Revised Edition, New York: Harper Business.

  • Simintiras, A.C., & Thomas, A.H. (1998). Cross-Cultural Sales Negotiations: A iterature Review and Research Propositions, International Marketing Review, 15(1): 10-28.

  • Thompson, L. (1998), The Mind and Heart of the Negotiator Upper Saddle River, NJ.Prentice Hall, Chapter 7 ‘Social cognition: a look into the mind of the negotiator’ pp.102- 119.

  • Salacuse, J.W. (1998), ‘Ten Ways that Culture Affects Negotiating Style: Some Survey Results’ Negotiation Journal 14(3) pp.221-240

  • Ertel, D. (1999).Turning Negotiation into a Corporate Capability. Harvard Business Review, 77(3):55-70.

  • Savage, G.T., Blair, J.D., & Sorenson, R.L. (1989). Consider Both Relationships and Substance When Negotiating Strategically. Academy of Management Executive, 3(1): 37-48

  • Kroeber, A.L., & Kluckhohn, C. (1952), Culture: A Critical Review of Concepts and Definitions. Cambridge, MA: Peabody Museum.

  • Brett, Jeanne M., Wendi Adair, Alain Lempereur, Tetsushi Okumura, Peter Shikhirev, Catherine Tinsley, and Anne Lytle. 1998. Culture and joint gains in negotiation. Negotiation Journal, 14(1): 61-86.

  • Heydenfeldt, Jo Ann G. (2000), The Influence of Individualism/Collectivism on Mexican and US Business Negotiation, International Journal of Intercultural Relations, 24:383-407.

  • Jensen I. (2004), Practices of Intercultural Communication - Reflections for Professionals in Cultural Meetings, Journal of Intercultural Communication, 6, May, 2004

  • Wagenaar, A. C. (2004), Books: Better thinking about drinking. The Lancet, 363(9415), 1171-1171.

  • Girouard, R. J. (2003). Water export restrictions: A case study of WTO dispute settlement strategies and outcomes. Georgetown International Environmental Law Review, 15(2), 247-290.

  • Hoekman, B. & Mavroidis, P. C. (2003). Economic development, competition policy and the World Trade Organization. Journal of World Trade, 37(1), 1-33.

  • Boyarski, J. B. & Fishman, R. M. & Jopsephberg, K. & Linn, J. (2002). World Trade Organization welcoming Taiwan as a member. Intellectual Property & Technology Law Journal, 14(2), 35-37.

  • The Economist, October 15, 2005.

  • John von Neumann and Oskar Morgenstern (1944): Theory of Games and Economic Behavior, Princeton University Press (1944)

  • Luterbacher and Theler (1994), http://www.dol.govt.nz/publications/research/trade-negotiations/trade-negotiations_05.asp

  • Elgin, Richard (2008), The Global Enabling Trade Report 2008 © 2008 World Economic Forum

  • Beamish, P. (1988), Multinational Joint Ventures in Developing Countries, London: Routledge

  • Geringer, J. and L. Hebert (1989) “Control and performance of international joint Ventures” Journal of International Business, 20: 235-54.

  • Auster, E. (1987) “International corporate linkages: dynamic forms in changing Environments,” Columbia Journal of World Business, Summer: 3

  • Killing, J. (1982) “How to make a global joint venture work.” Harvard Business Review, May- June: 120-7.

  • Parkhe, A. (1993), “‘Messy’ research, methodological predispositions, and theory Development in international joint ventures,” Academy of Management Review, 18: 227-68

  • Adler, Nancy (1997), International Dimensions of Organizational Behavior (3rd Ed.) Cincinnati, OH: South-Western College Publishing, 1997, p. 217.

  • Katz, J., Goldston, J. and L. Benjamin. (1958), “Behaviour and productivity in biracial workgroups,” Human Relations, 11: 123-151.


Abstract Views: 455

PDF Views: 0




  • Emerging Strategic Issues in Global Business Negotiation: Sharing Global Vision

Abstract Views: 455  |  PDF Views: 0

Authors

A.N. Sarkar
Senior Professor (International Business), Asia Pacific Institute of Management, New Delhi-110025

Abstract


integration of national economy with the global economy through virtual removal of all conceivable forms trade barriers across geopolitical boundaries. This, in turn, has opened-up new vista of enormous trade opportunities for international trading players and partners for business expansion ventures through multilateral contracts, deals and negotiations in all sectors of economy. Hence, to move on with the fast-changing global economy the shape of things to come should be to embrace such of those negotiation policies and strategies that are most innovative, imaginative and challenging to overcome cross-cultural and geopolitical barriers as are often confronted with in dealing global businesses. The paper highlights some of the important aspects that need to be carefully considered for entering into successful International business negotiation through sound processes. In global negotiation, cross-cultural issues figure prominently and largely determine the success or failures of negotiations, especially for joint-ventures. Several Negotiation process Models have been developed and tested with varying degrees of success; and yet many more are still evolving- wherein corporate experiences and modus operandi differ. Among other things, diplomacy and, corporate ethics should play a pivotal role for long-term sustainability of international negotiation. Best Alternative to Negotiated Agreement (BANA) can be successfully planned, tested, executed and delivered in the event the 'Breakthrough Negotiation' approach faces rough weather in reaching International Agreements. Cultural intelligence and proper analysis of geopolitical factors, especially those that are relevant to multilateral trade agreements under the WTO regime, can go a long way in averting overseas corporate failures in global business negotiations. The paper highlights these aspects

Keywords


Global Business, Cross-cultural & Geopolitical Barrier, Cultural Intelligence, Negotiation Process Models, BATNA, Break-through Negotiation, Multilateral Trade Agreements

References