Best Practice in Global Negotiation Strategies for Leaders and Managers in the 21st Century

Saee, John

doi:10.3846/1611-1699.2008.9.309-318

Cited by 25 publications

(21 citation statements)

References 9 publications

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“…To the Chinese, everything is susceptible to be negotiated all the time. It is highly disruptive to Western counterparts aiming at signing a deal (Graham & Hernandez Requejo, 2009;Saee, 2008). This is one of the main reasons why international negotiation is more complex.…”

Section: Negotiation As a Never-ending Processmentioning

confidence: 99%

The Invisible Negotiator in the Land of Paradox Management

Karsaklian¹

2016

UCPA

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In this paper, the author discusses the importance of the invisible negotiator as an underlying yet neglected concept in the negotiation academic research. The author argues that the existence and the role of the invisible negotiator in China are founded on the paradox management inherent in the Chinese culture. This conceptual paper brings negotiation and paradox management together and states that the existence of paradoxes leads negotiators to neglect features of international negotiations that are not visible because they seem to be inconsistent with the prevalent models of cultural analysis. Researchers and negotiators need to move away from binary cultural frameworks and embrace paradoxes as a natural feature of all cultures in order to understand hidden actors in negotiations. After reading this paper, negotiators will have more holistic and balanced view of other cultures when understanding and referring to paradox management because a better understanding of cultural characteristics can lead to less conflicts and better business across cultures. To our best knowledge, no previous researches have revealed the existence of invisible negotiators due to paradox management.

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Section: Negotiation As a Never-ending Processmentioning

confidence: 99%

The Invisible Negotiator in the Land of Paradox Management

Karsaklian¹

2016

UCPA

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“…To form a JV team, companies have to select partner(s), assign each party's work scope, and especially, negotiate the sharing of rewards, which is usually done by arranging separate amounts of the expected total rewards or by sharing proportionally, depending on the collaborating relationships among the JV teams. However, in a negotiation, two parties may have different objectives and confl icts (Saee 2008). Since each JV party is pursuing its maximum reward, the confl icts of interest make the sharing of rewards always a challenging task.…”

Section: Introductionmentioning

confidence: 99%

A Fuzzy Logic Enhanced Bargaining Model for Business Pricing Decision Support in Joint Venture Projects / Fuzzy Loginio Pasikeitimų Vertinimo Metodo Taikymas Jungtinės Veiklos Projektų Vertei Nustatyti

Yan

2011

Journal of Business Economics and Management

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Project businesses are increasingly emerging and many companies cooperatively participate in various projects by the manner of joint venture (JV) for creating synergistic competitiveness. In a project-based short-term JV, the project tasks of JV parties can be properly allocated based on complementary specialties but the rewards sharing is always a challenge in the bargaining process. For improving the manager's reasoning process of pricing decisions, this paper incorporates game theory and fuzzy set theory for the development of a bargaining model, which can be used to estimate acceptable prices for JV parties in accordance with each party's costs and each party's need for the project's revenue. The proposed decision support model can assist JV companies to understand their bargaining positions and select a bargaining strategy in a systematic and rational manner. Irrational offers and alternatives can also be detected and eliminated during the dynamic bargaining process, so as to maintain right businesses.

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“…Negotiators frequently respond more emotionally and powerfully to non-verbal rather than verbal messages. As with verbal behavior, non-verbal behaviour also diff ers considerably across cultures (Saee, 2008). Nonverbal communication can tell business people something that the spoken language cannot-if they understand it.…”

Section: The Challenges Of Global Negotiating In the Context Of Intermentioning

confidence: 99%

“…In order to successfully manage such negotiations, business people need to know how to infl uence and communicate with members of the culture other than their own (Saee, 2008). Kotler (2006) emphasizes that there are over 200 diff erent languages around the world and over 3000 diff erent language variants.…”

Section: Developing Cultural Awareness Before Negotiatingmentioning

confidence: 99%

International business: Raising cultural awareness in global negotiating

Gardašević¹,

Vapa-Tankosić²

2015

Eur J Appl Econ

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Abstract:The global marketplace is a fast-growing and rapidly changing field. Global negotiation is a process where each party from two or more different countries involved in negotiating tries to gain an advantage for itself by the end of the process. The process of global negotiating differs from culture to culture in terms of language, different types of communication (verbal and nonverbal), negotiating style, approaches to problem -solving, etc. The aspects of culture that are of vital importance for global negotiating are attitudes and beliefs, religion, material culture, and language. This paper should encourage better understanding of the process of negotiation: it defines the negotiation process, identifies the issues that are subject to negotiation and mentions the stages of negotiation. It discusses the importance of developing cultural awareness prior to negotiating internationally through descriptive overview of all aspects of culture. It gives examples of differences in global negotiating and doing business worldwide. The purpose of this paper is to show theoretically the connection between these terms and provide information that will prevent business people from making mistakes and pitfalls in international negotiation process.

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Best Practice in Global Negotiation Strategies for Leaders and Managers in the 21st Century

Cited by 25 publications

References 9 publications

The Invisible Negotiator in the Land of Paradox Management

The Invisible Negotiator in the Land of Paradox Management

A Fuzzy Logic Enhanced Bargaining Model for Business Pricing Decision Support in Joint Venture Projects / Fuzzy Loginio Pasikeitimų Vertinimo Metodo Taikymas Jungtinės Veiklos Projektų Vertei Nustatyti

International business: Raising cultural awareness in global negotiating

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