Cross-Cultural Negotiating: A Japanese-American Case Study from Higher Education

Author: Prestwich, Roger

Source: International Negotiation, Volume 12, Number 1, 2007 , pp. 29-55(27)

Publisher: Martinus Nijhoff Publishers, an imprint of Brill

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Abstract:

This article discusses a cross-cultural negotiation process between a new Japanese university and an established American university to create a joint business venture - a dual-degree program. The parties failed to sign a contract, and there were indicators during negotiations pointing to the likelihood of a failed outcome. Negotiation style convergence was evident, with the Japanese adopting an erabi ('either-or') style and the Americans an awase ('more-or-less') style. The 7-Step framework used to structure the negotiation discussion may be better suited to analyzing Japanese negotiation processes than American. The implications will be of value to Japanese and American/Western businesspeople or educational administrators involved in joint venture-type negotiations.

Keywords: CONVERGENCE; CROSS-CULTURAL; INTERCULTURAL; JAPANESE-AMERICAN; NEGOTIATION; NEGOTIATION MODELS

Document Type: Research article

DOI: http://dx.doi.org/10.1163/138234007X191902

Affiliations: 1: International Business Program, College of Management, Metropolitan State University, 1501 Hennepin Avenue, Minneapolis, MN 55403 USA

Publication date: 2007-04-01