In a global economy, managers constantly deal with people from other cultures, if the problem coordinating operations within a multinational company to convince arranging a joint venture or a foreign government to approve the construction of a plant. However, managers have had to rely on simplistic formulas – for lists of “dos and don’ts” – or very demanding – “Make it do as the Romans do” – deal with the cultural aspects of the negotiations. But a number of strategies available. The au … Read more »

In a global economy, managers constantly deal with people from other cultures, if the problem coordinating operations within a multinational company to convince arranging a joint venture or a foreign government to approve the construction of a plant. However, managers have had to rely on simplistic formulas – for lists of “dos and don’ts” – or very demanding – “Make it do as the Romans do” – deal with the cultural aspects of the negotiations. But a number of strategies available. The author presents these strategies by the parties degree of familiarity with each other’s cultures and the extent to which they explicitly coordinate their strategies. These factors determine the subset of strategies that are realistic feasible for a single manager.
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from
Stephen Weiss
Source: MIT Sloan Management Review
13 pages.
Release date: 01 December, 1994. Prod #: SMR009-PDF-ENG
Negotiating with “Romans” – Part 1 HBR case solution

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