Rod McColl, Irena Descubes and Mohammad Elahee
Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely…
Abstract
Purpose
Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely produced stereotypical views about their behavior, but the authors argue that this position is becoming increasingly blurred in the global economy.
Design/methodology/approach
Data were collected using participant observation during negotiations of a free-trade agreement between China and Australia followed by in-depth interviews with Chinese delegates.
Findings
Consistent with Confucianism and a Taoism-based value system, there was evidence of strong cultural influence on conflict management approaches. Two a priori Chinese strategies were evident – avoidance and accommodating, with five tactics. However, contrary to previous research, the authors found use of two conflict management strategies normally associated with a western approach – competing and compromising, with five associated tactics.
Practical implications
Chinese negotiators are knowledgeable and capable of adopting western negotiation strategies and tactics. The authors advise managers involved in international negotiations with Chinese managers to be cautious when relying on historical stereotypical assessments and to think differently about the emerging Chinese negotiator.
Originality/value
Few published negotiation studies involve real negotiations based on actual observations, particularly in an international setting. Contrary to many published studies, we demonstrate that conflict management approaches used by Chinese negotiators have evolved into a blend of traditional Chinese and western styles.
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Abena Emily Ayowa Asante-Asamani, Mohammad Elahee and Jason MacDonald
This study aims to examine how negotiators’ goal orientations may affect their negotiation strategy and consequently the negotiation outcomes.
Abstract
Purpose
This study aims to examine how negotiators’ goal orientations may affect their negotiation strategy and consequently the negotiation outcomes.
Design/methodology/approach
Using cross-sectional data collected from a Fortune 500 Global firm based in France, this study empirically examines how goal orientations of negotiators may affect their value creation (win-win) and value-claiming (win-lose) negotiation behavior reflecting their desired outcome in a given sales negotiation. In so doing, this study proposes a conceptual model and tests a number of hypotheses using partial least squares structural equation modeling.
Findings
This study shows that learning and performance goal orientations (PGO) are indeed related with two commonly used negotiation strategies: win-win (integrative) and win-lose strategies (distributive) strategies, respectively. The results indicate that while the learning orientation has a positive relationship with a win-win strategy and a negative relationship with a win-lose negotiation strategy, just the opposite is true with the PGO, which is positively related to win-lose strategy and negatively related to win-win strategy.
Originality/value
To the best of the authors’ knowledge, this research represents one of the first attempts to connect goal orientations with negotiations strategies to achieve desired negotiation outcome using data from salespeople with negotiation experience.
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Saeb Farhan Al Ganideh and Mohammad Niamat Elahee
This paper aims to examine the causes and consequences of animosity that Sunni Arabs may harbor against Iran and Turkey – two regional powers and key players in the Middle East.
Abstract
Purpose
This paper aims to examine the causes and consequences of animosity that Sunni Arabs may harbor against Iran and Turkey – two regional powers and key players in the Middle East.
Design/methodology/approach
Using Jordanians as proxy for Sunni Arab consumers, data were collected from 218 respondents by means of an intercept survey. A systematic random sampling was used in selecting the respondents. Structural equation modeling was used to examine the role of religious/sectarian commitment (Sunni Islamic), ethnic identification (Arab), nationalism, patriotism and internationalism as potential sources of animosity of Sunni Arabs toward Iran and Turkey.
Findings
The findings show integrative/multiplicative impact of various social attributes on Sunni Arabs’ animosity toward Iran and Turkey and indicate a higher prevalence of animosity toward Iran than toward Turkey among the respondents. The findings also show how animosity decreases the likelihood of buying Iranian and Turkish products by Jordanian consumers.
Research limitations/implications
This paper, while unearthing interesting relationships among five antecedent variables, consumer animosity and purchase intentions, calls for further research to examine how the relationships between feelings of animosity and willingness to purchase products could be moderated by variables such as world-mindedness and foreign travel. Future researchers should also study how consumer animosity can be reduced.
Practical implications
The findings provide insights as to how foreign marketers can adjust their marketing strategies in the lucrative Arab market.
Social implications
The findings call for a more nuanced understanding of the role of religious/sectarian commitment, ethnicity, nationalism, patriotism and internationalism in causing and/or exacerbating animosity and consequently affecting purchase decisions of consumers.
Originality/value
The study contributes to the existing literature by measuring the hitherto unexamined role of intra-religious sectarian feelings in consumer animosity and purchase decisions and by analyzing the mediating role of consumer animosity between the five antecedent variables and willingness to purchase products from “enemy” countries.
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The purpose of this article is to present a biographical sketch of Lee C. Nehrt, who, in 1962, became the first person to obtain a PhD in International Business.
Abstract
Purpose
The purpose of this article is to present a biographical sketch of Lee C. Nehrt, who, in 1962, became the first person to obtain a PhD in International Business.
Design/methodology/approach
This study is mainly based on an in‐depth interview of Lee Nehrt followed up by several telephone and e‐mail interviews as well as e‐mail interviews of a number of Nehrt's former colleagues and students. In addition, Nehrt's published works were extensively reviewed and utilized.
Findings
The findings are reported in the form of a biography. In particular, the paper documents Nehrt's contribution to the emergence of international business as an important field of study, his role in internationalizing business curricula within the USA and in popularizing the American model of business education across the world. The paper also reflects on Nehrt's contribution to the Academy of International Business and his efforts in forging closer ties between international business academics and practitioners.
Originality/value
The dearth of biographical research in the international business discipline points to a need that has yet to be fulfilled. This is the first published article on Nehrt's life and career as a pioneering international business scholar.
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Mohammad Elahee and Jiayong Gao
This chapter describes the historic ties between two ancient civilizations — Iran and China and how this relationship has evolved over the past few decades. The current state of…
Abstract
This chapter describes the historic ties between two ancient civilizations — Iran and China and how this relationship has evolved over the past few decades. The current state of trade and investment relationship between the two countries is discussed, followed by an analysis of the geopolitical implications of the evolving relationship between Iran and China. The chapter concludes by showing how ties with Iran can give China access to the greater Middle East.
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Mohammad Elahee and Charles M. Brooks
Trust plays a significant role in business peoples’ choices of negotiating tactics. This study compares the use of generally accepted negotiating tactics with dubious ones…
Abstract
Trust plays a significant role in business peoples’ choices of negotiating tactics. This study compares the use of generally accepted negotiating tactics with dubious ones. Findings from a sample of Mexican business people indicate that the type of negotiation (intra‐cultural vs cross‐cultural) is predictive of the level of trust that a negotiator will place in an opponent and of the likelihood of using various negotiation tactics.