Analysis of Complex Negotiations in International Business: The RBC Perspective

Abstract

International negotiations between organizations project a complexity that makes them a challenge to describe, explain and improve. Their many elements and dynamics challenge especially those researchers and practitioners who seek a comprehensive yet essential understanding of these negotiations. Toward that end, this article develops a new analytic perspective that focuses on three key facets of negotiation—parties' Relationships, parties' Behaviors, and influencing Conditions (RBC)—and their basic B → R → C → B interaction. The first section defines international business negotiation, targets the subset of complex, interorganizational negotiations, presents as an example the 1985–86 CGE-ITT telecommunications merger, and considers the partial views of the merger talks provided by existing frameworks. Several reasons then enumerated underscore the need for and potential value of an inclusive, generally applicable perspective for complex negotiations. The RBC Framework, coupled with the Basic Model, are presented in detail, with each key facet defined, illustrated, and supported with references from diverse literatures. The Relationship and Behavior facets incorporate multiple levels of analysis (organizational, group and individual). Conditions encompass four types (circumstances, capabilities, cultures and environments). A temporal dimension completes the framework. The last section of the paper proposes empirical and practical applications of this perspective to international business. The former includes question-asking, model-building and testing, and cumulation of knowledge, and the latter, making sense of myriad details and identifying potential points of influence on counterparts. In these ways, the RBC Perspective integrates existing knowledge and will stimulate future work in the field.

The DNA of negotiations as a set theoretic concept: A theoretical and empirical analysis

“…He develops the connection between the dimensions (issue, action, process) and the satisfying outcome of a negotiation. In line with previous frameworks (Moran and Stripp, 1992;Weiss, 1993;Salacuse, 1999;Ghauri and Usunier, 2003;Manrai and Manrai, 2010), the basic structure of a negotiation is a logical process and can be transferred into a framework.…”

“…The study uses the negotiation process to understand and explain the logic for success (Sawyer and Guetzkow, 1965;Moran and Stripp, 1991;Weiss, 1993;Salacuse, 1999;Ghauri and Usunier, 2003;Manrai and Manrai, 2010;Fells, 2012). The main components of a negotiation framework are the antecedent, concurrent and consequential conditions.…”

Las Diferencias De Género en La Negociación De Los Acuerdos De Cooperación Y Su Influencia Sobre Los Resultados Del Proceso

“…De este modo, el proceso negociador se configura como nexo entre la formulación de la estrategia y su implantación. Por otro lado, la literatura de negociación demuestra que el resultado de la negociación viene determinado principalmente por el comportamiento mostrado por las partes negociadoras (RUBIN y BROWN, 1975;PRUITT, 1981;LAX y SEBENIUS, 1986;FISHER, URY y PATON, 1983;WEISS, 1993).…”

The Impact of Culture on Business Negotiation Styles: A Comparative Study between Bangladesh and China

“…However, the nature of negotiations in international business is often dynamic and unique. Beside the aspects of relationship and behavior of both parties, the business negotiation also include the aspects of influencing conditions, such as culture (Weiss, 1993). Unlike in the intercultural context, the business negotiation in cross-cultural context is more complex and challenging, and requires adequate understanding of the influence of cultural differences on it (Sobral et al, 2008).…”