The Long Path to the IBM-Mexico Agreement: An Analysis of the Microcomputer Investment Negotiations 1983–86

Weiss, Stephen E.

doi:10.1057/palgrave.jibs.8490342

Cited by 46 publications

(24 citation statements)

References 16 publications

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“…Other contributions focused on specific types of negotiations that can have strategic importance for an organization, such as exchanges between headquarters and subsidiaries (Dörrenbächer and Gammelgaard, 2006) or negotiations with governments (Weiss, 1990).…”

Section: Literature Review: the Gap At The Interplay Of Strategy And mentioning

confidence: 99%

Building theory on the negotiation capability of the firm: evidence from Ryanair

Caputo

Borbely

Dabić

2019

JKM

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Purpose: In an attempt to build upon existing theory, this paper investigates the potentially reciprocal relationship between negotiation and strategy, and strives to contribute towards a better understanding of the ways in which organizations negotiate.Design/methodology/approach: Built upon the integration of two different bodies of literature, negotiation and strategy, and on the analysis of the case of Ryanair, this paper argues for an integrated approach to negotiation and organizational capabilities. Findings:The case study allows for a clearer understanding of how negotiation capability can play a significant role in supporting the creation and sustainment of competitive advantage, even under unfavorable industry settings.Originality/value: The paper contributes to theoretical development by offering new and insightful explanations of firms' behavior, moving beyond the classic interpretation of industry dynamics, such as bargaining power. This study has implications for both practice and research, as it offers a better and more holistic understanding of the strategy making process and the foundations of its success.

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Section: Literature Review: the Gap At The Interplay Of Strategy And mentioning

confidence: 99%

Building theory on the negotiation capability of the firm: evidence from Ryanair

Caputo

Borbely

Dabić

2019

JKM

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“…More broadly, positive corporate reputation may enhance an IOC's potential bargaining power, as positive reputations can convey a signal about an IOC's 'socio-political legitimacy' in dealing with various publics, including the host government (Aldrich & Fiol, 1994). In turn, the host government may use high-reputation IOCs already operating in the host country as a signal to the international investment community that it provides an attractive climate for FDI (Weiss, 1990). The argument also extends to host state reputation as an FDI destination as perceived by IOCs.…”

Section: Firm-specific Resources and Constraints In The Host Countrymentioning

confidence: 99%

Bargaining Model for the International Oil Industry

Vivoda

2011

Bus. polit.

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This paper establishes a model for analyzing the dynamics of the host state-international oil company (IOC) bargaining relationship. Theoretically, the model advances our ability to investigate bargaining dynamics between host states, oil companies and other stakeholders in the oil industry. It is a sophisticated mechanism which identifies the complex array of relationships and bargains within which the host state-IOC bargaining relationship is nested. The model builds on and leverages the key contributions of earlier bargaining models. It enables us to integrate relevant ideas from existing scholarship on host state-MNC bargaining while also taking into account other actors and bargains at domestic and international levels that affect bargaining between an IOC and a host state. Practically, the model will help actors choose strategies more systematically, leading to higher relative bargaining power that may translate to preferable bargaining outcomes.

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“…Barkema et al, 1996;Morosini et al, 1998;Shenkar, 2001). Weiss (1990Weiss ( , 1987 found in the General Motors-Toyota and IBM-Mexico foreign venture formations that cultural distance created mistaken assumptions, translation problems, and numerous misunderstandings and disparities. Ghauri and Fang (2001) found that significant cultural distance between Swedish and Chinese partners proved troublesome, especially regarding details and final approval of a foreign venture.…”

Section: Cultural Distancementioning

confidence: 99%

“…Thus, partners may pursue strategies to resolve conflict that are laden with self-interest and designed to enhance their own relative position in a foreign venture (e.g. Weiss, 1990Weiss, , 1987. Because of these self-enhancing motives, a partner may prefer to pursue a CRS that is inconsistent with the type of contract governing the venture, considering the chosen governance mechanism as capable of delivering a result that will enhance their position in the foreign venture (Williamson, 1999(Williamson, , 1985.…”

Section: Foreign Venture Performancementioning

confidence: 99%

Contracts and conflict resolution strategies in foreign ventures: a transaction cost perspective

White

Joplin

Salama

2007

International Journal of Conflict Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to develop a theory based on transaction cost economics to help explain how firms venturing into different foreign markets should properly formulate and implement contractual governance mechanisms to create greater efficiency, lower costs, and minimize conflict with partners. Design/methodology/approach -Defines and discusses a conceptual framework of the determinants regarding contracts and strategies used to manage conflict in foreign ventures through the integration of foreign venture conflict resolution, contract, and transaction cost economics literature. Findings -Suggests that perceived transaction costs will predict which contractual governance mechanism and which conflict resolution strategy a partner firm will choose when resolving conflict in a foreign venture. Postulates that consistency of conflict resolution strategy with contract type will impact the performance of the foreign venture, and that cultural distance, relative power, and interest alignment will all play a moderating role in this process. Originality/value -The model demonstrates the necessity of examining how coupling certain conflict resolution strategies and contract types will impact foreign venture performance.

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The Long Path to the IBM-Mexico Agreement: An Analysis of the Microcomputer Investment Negotiations 1983–86

Cited by 46 publications

References 16 publications

Building theory on the negotiation capability of the firm: evidence from Ryanair

Building theory on the negotiation capability of the firm: evidence from Ryanair

Bargaining Model for the International Oil Industry

Contracts and conflict resolution strategies in foreign ventures: a transaction cost perspective

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