A Behavioral Perspective on Negotiating International Alliance

Rao, Asha; Schmidt, Stuart M.

doi:10.1057/palgrave.jibs.8490047

Cited by 99 publications

(71 citation statements)

References 61 publications

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“…Various behavioural tactics are used in negotiations regardless of the negotiators' general strategy, e.g. cooperative or competitive (Rao and Schmidt, 1998). ese tactics can be verbal and non-verbal.…”

Section: Negotiation Behaviourmentioning

confidence: 99%

The effect of gender on negotiation behaviour

Dobrijević¹

2014

Singidunum J Appl Sci

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Abstract:As men and women have different roles in society, their negotiating styles and behaviours are also different. The success of men and women in negotiations depends largely on the type of negotiation (integrative or distributive) and gender stereotypes prevailing in society. There is a general opinion that women are more cooperative, while men are more aggressive and competitive in negotiations. Our findings from the Serbian setting show a somewhat different picture: women do not use more cooperative strategies and tactics than men. Although men focus on winning, they also focus on problem solving; while women focus on conflict avoidance, and, to a certain extent, on mutual relationship. Women are also more sensitive to their counterpart's age and gender. But, they are also less sincere in negotiations and focus on their own interests, rather than taking care of their own as well as other party's interests. A major theoretical implication of this research is that the observed differences in the behaviour of female negotiators reflect the pressure to be successful in a male-dominated society where gender stereotypes are quite prominent.

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Section: Negotiation Behaviourmentioning

confidence: 99%

The effect of gender on negotiation behaviour

Dobrijević¹

2014

Singidunum J Appl Sci

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“…Usually defined as the perceived difference between two countries, these concepts have been invoked to explain a wide range of international business phenomena, such as the choice of export markets and foreign entry modes (critically reviewed in Harzing, 2004), but including also, for example, the design of human resource management practices (Rosenzweig and Nohira, 1994;Björkman and Furu, 2000), the power of foreign distributors (Griffith and Harvey, 2001), negotiating tactics (Rao and Schmidt, 1998), the propensity to undertake R&D in foreign subsidiaries (Muralidharan and Phatak, 1999) and the design of knowledge transfer practices (Simonin, 1999;Minbaeva et al 2003). The general assertion in most of these studies is that the more different a foreign environment is as compared to that of a firm's (or an individual's) country of origin, the more difficult it will be to collect, analyze and correctly interpret information about it, and the higher are therefore the uncertainties and difficulties -both expected and actual -of doing business there.…”

Section: Introductionmentioning

confidence: 99%

The antecedents of psychic distance

Håkanson

Ambos

2010

Journal of International Management

342

306

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This study investigates the antecedents of psychic distance. Building on original data in 25 of the world's largest economies, we investigate potential drivers of the perceived distance among a given pair of countries. Results confirm that psychic distance is indeed a multifaceted construct which is determined by cultural, geographic and economic factors. Furthermore, our results indicate that geographic distance accounts for the largest share of the explained variance, suggesting that future studies should attribute geographic distance a more prominent role when it comes to empirically investigating international business decisions for which psychic distance perceptions may be important. They also suggest that, used in isolation, cultural distanceas measured by the so called Kogut and Singh index -is a poor predictor of distance perceptions.

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“…More importantly to the highly prolific research on long-term interfirm cooperation such as joint ventures, the effects of trust on economic performance are still far from clear (Dirks & Ferrin, 2001). Accordingly, trust has become one of the most frequently cited concepts in studies of cooperative interorganizational relationships (Grandori & Soda, 1995;Rao & Schmidt, 1998;Arnott, 2007;Zaheer & Harris, 2006). Yet it is only relatively recently that interorganizational trust has come to be acknowledged as a distinct construct, with previous research focusing on trust in isolated dyads without due consideration of its organizational context (Currall & Inkpen, 2002;Ferrin et al, 2006; but see e.g.…”

Section: Introductionmentioning

confidence: 99%

Trusting organizations: The institutionalization of trust in interorganizational relationships

Kroeger

2011

Organization

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Recent research on interorganizational trust has stressed the need to develop a deeper understanding of the multi-level nature of this construct. This article focuses on trust on different analytical levels in an interorganizational context, and on the hitherto underspecified connections between these. Based on an institutionalization approach, it revisits the classic question: (how) can organizations trust each other? To do so, we consider organizations as objects of trust and reappraise the transferral from interpersonal to interorganizational trust in "facework" (Giddens, 1990). We also examine the conflicts and struggles of trust and power that can arise from this process between boundary spanners and their organizational constituents. Next, we consider organizations as subjects of trust in interorganizational relationships. We detail the institutionalization of trust and its reproduction on an organizational level, and how it can be transmitted to new generations of organizational actors, creating path-dependent histories of trust which are truly interorganizational. Taking up the theme of trust and power, we analyze ways in which the institutionalization of trust can entail that of power, too, and examine the implications of this from a critical point of view.We conclude that in interorganizational trust, both the subject and object of trust move across analytical levels, and further, that this movement demonstrates the significance of the organization as a distinct entity that can be both trusted and trusting.

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A Behavioral Perspective on Negotiating International Alliance

Cited by 99 publications

References 61 publications

The effect of gender on negotiation behaviour

The effect of gender on negotiation behaviour

The antecedents of psychic distance

Trusting organizations: The institutionalization of trust in interorganizational relationships

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