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Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face. This study examines the influence of cultural intelligence on the relationship between cultural values and the individual preferences for a given negotiation style. Our results show that cultural values (e.g. power distance, uncertainty avoidance, collectivism and masculinity) have a direct influence on negotiation styles as well as an indirect effect, which is mediated through cultural intelligence. The study highlights the importance of cultural values and cultural intelligence on negotiation styles and contributes to the research and practice of negotiations.

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Purpose The purpose of this study is to examine the use of tools and techniques of strategy and strategic analysis within small- and medium-sized enterprises (SMEs) as a part of the strategy formation process. Design/methodology/approach This study uses a qualitative, multiple-case-based investigation with semi-structured interviews and secondary data sources to create a context-rich insight to the area examined. Findings The findings indicate a strong orientation towards operational tools deployment aligned with financial management and resources and process planning, monitoring and control. Strategic perspectives of the respondents indicate an implicit, rather than explicit deployment of strategy tools and unstructured deployment, but general awareness of the resulting component issues. Clearer strategic approaches and strong implementation appear to positively influence success, when measured by growth. Research limitations/implications This study is limited to nine organisations within a UK geographic region, and therefore, larger-scale investigation would be beneficial to extend and confirm the findings in differing contexts. Practical implications With resource scarcity potentially stymying the opportunity for owner-managers to develop more structured approaches to strategic analysis and development, consideration should be given to how owner-managers can further develop their strategic thinking to support enhanced strategic outcomes for their organisations. Furthermore, strategy educationalists may wish to reflect upon the manner in which they prepare delegates for strategic roles, where the SME context may differ radically from corporate experience. Originality/value The methodology for this study differs substantially from previous investigations within the field, which has had relatively few contributions, as it uses in-depth, context-rich qualitative techniques to investigate the micro-processes at play. The conclusions capture new insights and indications and identify areas for further investigation, hence adding to the understanding of a complex and heterogeneous field.

This study analyses the implications of oil prices shocks for the BRICS economies. We employed a time-varying structural vector autoregressive (TV-SVA) framework in which the sources of time variation are the coefficients and variance-covariance matrix of the innovations. The quarter frequency data for the period of 1987QII -2017QII is used for the empirical analysis. The key findings suggest that there are substantial differences and asymmetries in the response of these economies to oil shocks. These differences were profound between, and even within, oil exporters and importers. It shows that between major oil exporters i.e. Russia and Brazil the former's economy is rather more intensively influenced by oil prices shocks. Between the two largest net oil importers i.e. India and China, comparatively, the Indian economy seems to be rather more vulnerable to oil prices shocks in terms of their adverse effects on GDP, inflation and balance of trade. The dependence of economies on oil and an increasing level of consumption continue to pose policy challenges for prices and economic stability. The analysis on South Africa also shows negative impacts of oil prices shocks, however, the effects are comparatively more time-variant than other BRICS members. While these asymmetries indicate significant differences in the structure of these economies they also indicate venues of cooperation and stronger trading relationships to overcome the adverse shocks and mutual development.