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

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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.

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

10.1163/138234007X191902
/content/journals/10.1163/138234007x191902
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/content/journals/10.1163/138234007x191902
2007-04-01
2016-09-25

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