Examining International Business Negotiations and Directions for the Future

1999 ◽  
Vol 4 (1) ◽  
pp. 95-97 ◽  
Author(s):  
◽  
Keyword(s):  
International Business ◽  
The Future ◽  
Business Negotiations

AbstractNo Abstract

Middle East luxury retail sector – opportunities or uncertainties in the future?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-39
Author(s):  
Roger Moser ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Middle East ◽  
Multinational Corporations ◽  
International Business ◽  
Market Entry ◽  
Middle Eastern ◽  
Subject Area ◽  
Retail Sector ◽  
Senior Executive ◽  
Content Type ◽  
The Future

Subject area The subject area is international business and global operations. Study level/applicability The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels. Case overview A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market. Expected learning outcomes The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 5: International Business.

Leadership Development in Kazakhstan

2012 ◽  
pp. 746-758
Author(s):  
Judith Parker ◽  
Gainiya Tazhina
Keyword(s):  
Leadership Development ◽  
Graduate Students ◽  
Stress Tolerance ◽  
International Business ◽  
Recent History ◽  
Career Management ◽  
The Past ◽  
The Future ◽  
The University

Kazakhstan’s recent history has transitioned from that of nomadic clans to domination by Russia to today’s independent nation. During these 20 years of independence, universities often educate leaders by translating and adapting traditionally Western models and research instruments. This article will report the findings of three such instruments on leadership, career management, and stress tolerance that were administered to graduate students at the University of International Business in Kazakhstan within the past year and consider their importance for the future of leadership development that is rich with technology.

Conceptualizations of respect in business negotiations

2017 ◽  
Vol 4 (2) ◽  
pp. 254-272 ◽  
Author(s):  
Milene Mendes de Oliveira
Keyword(s):  
International Business ◽  
Linguistic Analysis ◽  
Qualitative Approach ◽  
International Negotiation ◽  
Private Sphere ◽  
Group Level ◽  
Source Domain ◽  
The Public ◽  
Business Negotiations ◽  
Cultural Schema

Abstract International business negotiations are prone to several difficulties, one of the most fundamental of which being differences in cultural conceptualizations (Sharifian 2011). In order to explore how Brazilians and Germans conceptualize respect in business negotiations, interviews in English with business negotiators were conducted and cultural conceptualizations analyzed. Following an ‘organic’ (Quinn 2005) and (mainly) qualitative approach to data, this paper presents: (a) the main conceptualizations found for both groups; (b) a cognitive-linguistic analysis of collocations of ‘respect’ found in the interviews; and (c) a preliminary sketch of group-level conceptualizations of respect in business negotiations for both groups. For Brazilians, the source domains location and vertical splitting were salient, which points to the relevance of hierarchy. For Germans, the source domain horizontal splitting and the sphere separation cultural schema were recurrent, which signals appreciation for the public-private sphere separation. These conceptual differences might have practical consequences in international negotiation scenarios.

Adopting a Dual Lens Approach for Examining the Dilemma of Differences in International Business Negotiations

1999 ◽  
Vol 4 (1) ◽  
pp. 5-22 ◽  
Author(s):  
◽  
◽  
Keyword(s):  
International Business ◽  
International Negotiations ◽  
Political Systems ◽  
Individual Level ◽  
Business Negotiations ◽  
Societal Level ◽  
Government Involvement ◽  
Business Exchange

AbstractInternational business negotiations are characterized by two levels of differences beyond those found in domestic business negotiations: individual level differences (in negotiator priorities, preferences, perspectives, and scripts) and societal level differences (in national endowments, preferences (tastes), legal, economic and political systems, and government involvement). These differences, which may be viewed by adopting a dual lens approach, include both micro/individual and macro/environment level differences. Moreover, these differences are both beneficial and costly to international negotiations, hence resulting in a dilemma of differences. This article examines both sides of the dilemma and concludes by offering negotiators advice on how to manage the differences inherent to international business exchange.

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