By Antonis Simintiras
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Extra info for International Marketing Review, Volume 20, Number 3, 2003, International business negotiations
R. and Matejka, K. (1990), “The meaning of ‘YES’ in the Far East”, Industrial Marketing Management, Vol. 19, pp. 191-92. W. (1990), “Culture and negotiation in the Asian context: key issues in the marketing of technology”, Journal of Managerial Psychology, Vol. 5 No. 5, pp. 17-24. Weiss, S. (1990), “The long path to the IBM-Mexico agreement: an analysis of the microcomputer investment negotiations, 1983-86”, Journal of International Business Studies, Vol. 21 No. 4, pp. 565-96. S. S. (1991), “International communication: an executive primer”, Business Horizons, January/February, pp.
T. and Rodgers. W. (1994), “Explorations of negotiation behaviors in ten foreign cultures using a model developed in the United States”, Management Science, Vol. 40 No. 1, pp. 72-95. K. E. (1994), “Starting out right: negotiation lessons for domestic and cross-cultural business alliances”, Business Horizons, January/February, pp. 71-9. K. and Francis, J. (1994), “Cultural differences in conducting intra-and inter-cultural negotiations: a Sino-Canadian comparison”, Journal of International Business Studies, Vol.
Paik and Tung (1999) note that the Chinese teams, more often than not, outnumber their Western counterparts. , 1991; Paik and Tung, 1999). , 1994) Another observation is that the Chinese are highly conflict avoidant with this tendency rooted in the preoccupation with face (Chang and Holt, 1994; Hwang, 1987). As this review indicates there are considerable differences between the Westerners and the Chinese in their negotiating style. These differences manifest themselves as differences in the Social capital 269 IMR 20,3 270 behavioral, the interpretational, and the conflict management scripts, all of which may impede the process of value creation (Kumar, 1999a, b).