Starting out right: Negotiation lessons for domestic and cross-cultural business alliances
1994; Elsevier BV; Volume: 37; Issue: 1 Linguagem: Inglês
10.1016/s0007-6813(05)80231-9
ISSN1873-6068
AutoresKathleen K. Reardon, Robert E. Spekman,
Tópico(s)Globalization, Economics, and Policies
ResumoD onne ' s observation, No man is an island • . is more true today than ever before. There are no islands where people remain un touched by the actions of others. Daily we witness leaders of nations form political alliances to respond to such matters as pollution, destruction of endangered animals, world hunger, and relationships threatened by differences of phi losophy, ethnicity, or religion. There is no room for isolationism in a world where even the air we breathe is affected by the choices of people thousands of miles away. Just as nations are linked by issues of peace and well-being, so too are their businesses linked by issues of economy. Drobnick (1991) identified six world e c o n o m y trends that gathered strength in the late 1980s and are shaping the economic environment of the 1990s: 1. the evolution of American-Soviet relations from conflict to cooperat ion; 2. the collapse of communism in the Soviet Union and eastern Europe; 3. the reversal of America's locomotive role in the world economy; 4. the ascendancy of Japan as the world 's banker; 5. the economic integration of Europe; and 6. the economic integration of North America. These changes require that organizations consider partners outside their own geographical boundaries. Going it alone is difficult at best. It means that business must have the ability to do all things well. As Kenichi Ohmae (1990) argues, With enough time, money, and luck you can expand brands and build up distribution yoursell you can do everything yourself. But all three are in short supply. The answer to this problem is in tercompany alliances. In many cases these alliances are crosscultural and do not resemble the hostile takeovers of the 1980s. Many firms have learned the hard way that hostile acquisition of companies often reduces them to the bare bones when Whether or not you're going global, good negotiating skills are the first essential step toward the successful management of intercompany alliances.
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