In the past four decades, the importance of international trade has burgeoned, from 17 percent of world gross domestic product to over 37 percent now. The academic literature on international commercial negotiations has not kept up. This chapter begins with a brief review of the extant literature on the topic of international business negotiations. It describes the methods used in our laboratory studies of negotiation behaviors, processes and outcomes in 22 countries. This is followed by applications of two advances in measurement, linguistic distance and facial expression coding technologies. It continues with a discussion of qualitative approaches that include methods focused on emic (versus etic) interpretation. The chapter closes with a third theory of negotiation, one that goes beyond the American views of competitive and integrative bargaining theories, and one that emphasizes relationships over agreements and the search for mutual opportunities over problem solving.

Indeed, this paper is about people promoting peace. Eisenhower’s comments convey the key message of our work at the University of California, Irvine (UCI) Center for Citizen Peacebuilding. We leave the diplomatic talk to the politicians and political scientists and focus on the grassroots activities of citizens trying to get along with one another. We believe that peace happens because people want it to, not because politicians ordain it so. Our ideas are not new. Karl Popper’s “Open Society”1 and Jonathan Schell’s “Unconquerable World”2 make the same kinds of arguments. We just think in today’s world of punitive trade sanctions and military muscle that it is important to remind folks that there are more viable alternatives for international relations and global persuasion. The focus of this paper is on the notion that trade brings peace. My colleagues in Citizen Peacebuilding focus on dialogue building and cultural exchanges, these being very important as well. However, commercial exchanges are the most common kind of international interaction and are related directly to my own research activities.

0ne of the main concerns of Congress and the American people these days is that life is getting better in Japan faster than it is in the United States. Many in management circles place the blame on the American worker. That is, auto workers in Nagoya are more productive than auto workers in Detroit. While there may be some validity to this, the problem really has little to do with American workers and how hard they work.

Purpose: This paper aims to offer a new theory of “inventive negotiation” as a useful alternative to the outdated thinking of the past century. Design/methodology/approach: The literature is reviewed, and a series of stories is used to bolster a new understanding. Findings: The paper is a critique of the theory of integrative bargaining, arguing that it often limits the creative processes that produce long-term relationships with customers. This paper introduces a third theory of negotiation, something the author calls inventive negotiation. Originality/value: The primary lesson of negotiation courses in American business and law schools suggests a narrow focus on reaching agreements while paying little attention to implementation and the paramount importance of maintaining ongoing commercial relationships. This paper introduces a third theory of negotiation, something the authors call inventive negotiation. It places emphasis on long-term, trusting commercial relationships as the key outcome of negotiation. The theory also posits negotiation as a creative process wherein innovations processes can play a central role. For example, both group diversity and facilitators can aid in producing creative agreements along the way toward mutually profitable business relationships.

Abstract ■ Measuring culture is a central issue in international management research and is traditionally accomplished using indices of cultural values. Herein we present a new linguistic-based measure of cultural distance (based on linguistic genealogical classification) that is both more fundamental and more widely applicable than values surveys. Key Results ■ We then use structural equation modeling techniques to show links to the cultural values dimensions delineated by Hofstede (1980). We also demonstrate relationships between linguistic distance and other measures of managerial values using three additional data

The growth in international trade during the last twenty-five years has been dramatic. During this period exports have become a more important part of the American economy (see table 1). In 1960 America exported $19.6 billion of merchandise and $213.1 billion in 1985. Exports as a percentage of GNP were 3.9 percent in 1960 and 5.8 percent in 1985. When exports of services are included, this latter figure approaches 10 percent. Despite this substantial growth, America's share of world trade has declined substantially during the period - from 15.4percent to 11.0 percent. Even though saturated domestic markets and increasing foreign competition force managers of American firms to rethink their competitive scope' and strategies [74], U.S. industries continue to lose ground. It is our proposition that this decline in America's competitiveness is in part due to a regression in the country's knowledge in international marketing.

The primary purpose of this paper is to examine the impact of culture on stock market volatility. The dimensions of culture considered are values and linguistic structure. Other explanatory variables included in the model are characteristics of individual stock markets (age and market capitalization) and countries (per capita income and population). Partial least square regression is used to estimate the parameters of a comprehensive model using stock market volatility in 50 countries as the dependent variable. Our findings suggest that stock market volatility is influenced by both aspects of culture included in the study. While the linguistic influence was found to be direct, the influence of cultural values was found to be mediated by the extent of globalization of the countries.

Culture has a pervasive impact on the management of human resources. Culture influences how blue- and white-collar workers respond to pay and non- pay incentives, how international firms are organized, the success of multinational work teams, and even how executives compose and implement business strategies. This article is organized as follows: First, the central notion of culture is defined including discussion of its dimensions and measurement. Next, culture's influences on interpersonal behaviours and negotiation styles are presented. Third, human resources policies are outlined that take into account cultural differences in employee groups. The final section focuses on culture's impact on managers' and policymakers' strategic thinking.