Same bed, different dreams: working relationships in Sino—American joint ventures

Walsh, James P.; Wang, Erping; Xin, Katherine

doi:10.1016/s1090-9516(99)00008-5

Cited by 47 publications

(28 citation statements)

References 56 publications

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“…Such a design is especially appropriate in new topic areas for the development of novel, testable, and empirically valid theories (Eisenhardt, 1989). Following Walsh, Wang, and Xin (1999) and Wang, Tong, and Koh (2004), we applied a semi-structured interview approach in our case studies. We collected data through in-depth interviews with executives from ten Chinese outward investing firms, during the period from October to December 2005.…”

Section: Methodsmentioning

confidence: 99%

Behind ownership decision of Chinese outward FDI: Resources and institutions

2009

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Section: Methodsmentioning

confidence: 99%

Behind ownership decision of Chinese outward FDI: Resources and institutions

2009

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“…Negotiating with the Chinese is often disruptive to Western culture negotiators because they cannot understand the impact of contextual factors (Fang, 2006;Stewart & Keown, 1989;Shi & Wright, 2003;Walsh et al, 1999;Tian, 2007;Ghauri & Fang, 2001). Chinese negotiators are often accused of reviewing contracts' clauses or coming back on their words (Eitman, 1990).…”

Section: Negotiation As a Never-ending Processmentioning

confidence: 99%

“…Literature on negotiation in China discusses concepts such as reliance on relationships, prevalence of moral over legal principles, and importance of hierarchy and face, and is thus based on Western cultural frameworks (Chuah, Hoffman, & Larner, 2014;Osman-Gani & Tan, 2002;Shi & Wright, 2003 ; THE INVISIBLE NEGOTIATOR IN THE LAND OF PARADOX MANAGEMENT 335 Bhattacharjee & Zhang, 2011;Leung, Chan, Lai, & Ngai, 2011;Rivers, 2009). Additional studies have focused on differences between American and Chinese negotiating styles as antipodes, interpreting them on a scale of individualist versus collectivistic; egalitarian versus hierarchical; task versus relationship oriented; and sequential versus circular (Walsh et al, 1999;Palich, Carini, & Livingstone, 2002;Cardon, 2009;Eiteman, 1990).…”

mentioning

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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“…In the early period, scholars were interested in some unique characteristics of Sino-foreign JVs (Beamish & Wang, 1989;Wang, Wee, & Koh, 1999) and in the negotiation and formation of IJVs in China (Shan, 1991;Wagner, 1990). Some examined the differences and relations between foreign JV partners and their partners in China (Baird, Lyles, & Wharton, 1990;Hoon-Halbauer, 1999;Osland & Cavusgil, 1998;Pan, 1997;Walsh, Wang, & Xin, 1999). Others focused on knowledge acquisition, satisfaction of foreign partners, and the stability of IJVs (Inkpen & Beamish, 1997;Lasserre, 1999).…”

Section: Consequencesmentioning

confidence: 99%