Negotiation and global partnerships

Richard M. Steers; Carlos J. Sanchez-Runde; Luciara Nardon

doi:10.1017/CBO9780511810510.011

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10 - Negotiation and global partnerships

Richard M. Steers ,

Carlos J. Sanchez-Runde and

Luciara Nardon

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Richard M. Steers: Affiliation:
University of Oregon
Carlos J. Sanchez-Runde: Affiliation:
IESE Business School, Barcelona
Luciara Nardon: Affiliation:
Carleton University, Ottawa

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Summary

When negotiating in Russia, the slower you go, the further you'll get.

Don't hurry to reply, but hurry to listen.

Traditional Russian proverbs

When Arabs give a “yes” answer to a request, they are not necessarily certain that the action will or can be carried out. Etiquette demands that your request have a positive response. A positive response to a request is a declaration of intention and an expression of goodwill – not more than that…If an action does not follow, the other person cannot be held responsible for failure.

Margaret Omar Nydell University of Alexandria, Egypt

Initiating and building global partnerships can be a perilous enterprise. The stakes are often very high, both for the firms and the negotiators. Indeed, problems often begin as soon as negotiations are opened, with each side trying to gain an advantage at the other's expense (e.g., cheaper prices, royalty distributions, proprietary technology, market access, and so forth). If and when a contract is signed, the problems only multiply. How do we manage the partnership? Who is in charge? How do we build trust between the partners? How do we harmonize our long-term interests? Indeed, what is the meaning of the contract on which the partnership itself is based? And throughout the process, the personalities and private agendas of both the initial negotiators and alliance managers often play a significant role in determining success or failure.

To illustrate this point, consider the case of a failed negotiation.

Type: Chapter
Information: Management across Cultures
Challenges and Strategies
, pp. 317 - 362

DOI: https://doi.org/10.1017/CBO9780511810510.011 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2010

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