A set-theoretic analysis of negotiations in Japanese MNEs: Opening up the black box

Abstract

This article deals with international negotiations in multinational enterprises (MNEs), in particular the HQ-subsidiary negotiations. The theoretical part of the intercultural negotiation framework (Ott, 2011) highlights the potential for MNE negotiation analysis. An empirical investigation into Japanese MNE negotiations strengthens the theory. Different time perceptions and strategies influence HQ-subsidiary negotiations. The outcome of the fuzzy set Qualitative Comparative Analysis (fsQCA) shows that an integrative approach needs a higher offer with a margin of at least 20% to cover for relationship building, patience and trust.

A configurational and experimental approach to compare British and Chinese cultural profiles of generation Y

“…Scholars from various disciplines and backgrounds (Fiss, Cambre and Marx, 2013;Homayouni, Tang Sai & Napsiah,2009;Kvist, 2007;Schneider and Wagemann,2012;) use fsQCA to classify societal and organizational behavior as well as cultural values (Fotiadis, Yeh & Huan, 2016;Ott and Kimura, 2016). Geckhamer (2011) uses fsQCA to analyze the cross-cultural differences in compensation schemes and to classify types which benefit this analysis.…”