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Cross cultural management : negotiations for the joint venture

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documents in English
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case study
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  1. Negociation without a cross cultural strategy
    1. Description of different management in each country
    2. Negotiation without a cross cultural strategy
  2. Negociation with a cross cultural strategy
    1. Improvements to set up for the intercultural negotiation
    2. Elaboration of the negotiations' strategy
    3. What kind of strategically negotiation could we use to make in place the joint venture?
  3. Analysis of the terms in connection with the strategy
    1. Teambuilding
    2. Alternative problem
    3. Solving Method

The global economic situation shows that companies haven't any evolution prospects as the market has reached its saturation level. To grapple with this grave impact, companies are obliged to adopt international strategies in order to remain competitive in their respective market zones. Many companies have to go out to their home markets for developing their activities. Further, by applying the international phenomenon, a huge number of companies are in a position to maintain themselves without any additional assistance. If companies are able to extend themselves by creating foreign subsidiaries, it is concluded that they very often tend to build associations and links with other companies or adopt strategies such as mergers and acquisitions. However, this international phenomenon isn't easy to manage. Many intercultural factors must be taken into account for prospering. In order to further comprehend this phenomenon, we will study the case of a tripartite negotiation with a view of adopting mergers and acquisitions between American, Venezuelan and Indian Companies in the future. This study will permit us to find a solution for these three companies so as to enable them to settle on an agreement.

[...] Negotiation with a cross cultural strategy 13 Improvements to set up for the intercultural negotiation It's important to learn intercultural communication and choose the best comportment to lead to a well negotiation. First of all, you must avoid to have stereotypes or basing on false ideas. In the case of an intercultural negotiation, you have to search more things which bring together and not divided people. It's important and necessary for each sales representative of the country to become aware of different values, comportments and procedures of other sales representatives to deal without mistakes. [...]


[...] LOW UNCERTAINTY The country has less AVOIDANCE concern about ambiguity and has more tolerance for a variety of opinions Rules, Structure POLYCHRONIC People tend to do many Understanding when things things simultaneously don't go as planned or All could change scheduled everytime There is an acceptance of Western organizational ideas There is forgiveness for the inevitable delays The planning can change at the last minute they can be slow 11 Negotiation without a cross cultural strategy Obviously, the first difficulty for that negotiation is cultural aspect. [...]


[...] When negotiations end successfully continue the relationship building process with a celebration dinner. A unique feature of the Indian mindset is that it combines both individualistic and collectivist tendencies. As individualists, Indians are very goal oriented and aggressive, traits that are not unlike those of the North Americans. At the same time, however, the Indians are a very family- oriented people and confine and ration their loyalties and affections only among those who are close to them It is the simultaneous presence of individualism and collectivism that distinguishes the Indian manager not only from his North American counterpart but also from his East Asian peer who is unquestioningly collectivist in his or her orientation. [...]

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