Companies doing business internationally face the competitive challenges of a constantly changing operational environment. Employees need to update their international knowledge, skills, and abilities (KSA) frequently by attending training programs. A survey of Minnesota firms indicate that almost all companies are willing to cover the time and cost of employees attending such programs, apparently believing that workforce development benefits both day-to-day operations and improves employee morale. The current specialization in educational (K) and training (SA) programs by academic and nonacademic providers largely meets the needs of students and of corporate workforce development, but company competitiveness overseas could be enhanced if international K and SA providers cooperated more closely in complementary programming.
Th is article discusses a cross-cultural negotiation process between a new Japanese university and an established American university to create a joint business venture -a dual-degree program. Th e parties failed to sign a contract, and there were indicators during negotiations pointing to the likelihood of a failed outcome. Negotiation style convergence was evident, with the Japanese adopting an erabi ('either-or') style and the Americans an awase ('more-or-less') style. Th e 7-Step framework used to structure the negotiation discussion may be better suited to analyzing Japanese negotiation processes than American. Th e implications will be of value to Japanese and American/Western businesspeople or educational administrators involved in joint venture-type negotiations.
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