Created by: Kyle Pinca, Iakov Shmelev, Abdulaziz Aldossary, Kris Danwilaikij, Davina Jenck

Blog Explanation

The dynamics between employees while negotiating with a focus on power dynamics, cultural barriers, and communication

 

1.

Brett, J. M. (2017). Culture and negotiation strategy. The Journal of Business & Industrial Marketing, 32(4), 587-590.

 

The article first starts off by defining how they measure culture and negotiations. For culture, there are the social norms and customs everyone knows about, but more than that the author explains the differences between loose and tight cultures. That is, how well does everyone within that society follow the social norms. From there the article speaks on how these varied cultures and variations within the culture affect negotiations. Negotiations include the individual’s interests and priorities.

The article then proceeds to talk about different cultures’ approaches within negotiations. Mainly between China and the U.S. It goes deep into how the government of China has impacted foreign trade and how that affects their interests. While for America we see a different style of negations.

Overall, this article’s main goal is more in line with international business. However, with its deep focus on individuals’ differing interests and priorities (affected by their culture) many of the findings could be distilled down to interpersonal communication

2.

Jenifer, R. D., & Raman, G. P. (2015). Cross-cultural communication barriers in the workplace. International Journal of Management, 6(1), 348-351

 

In this specific article the authors; R. Delecta Jenifer, a research scholar from SCSVMV University, Kanchipuram, and her co-author DR. G. P. Raman, controller examinations, from SCSVMV University, Kanchipuram, put together research focusing on understanding the cross-cultural barriers, assessing them, and creating a way to resolve and eliminate these barriers. Cultural differences and factors often act as invisible barriers in communication done while doing international negotiations. Authors dig deep into the main issues that can be often come across in a workplace and how they can be overcome. As they establish each barrier and a way to overcome it, they also provide methods to continue on and improve cross-cultural competence.

This article is well structured with a layout easy to follow, it has a proper introduction, subtopics, and a conclusion. It has well-balanced writing on each sub-topic that it covers and provides a description that is without personal opinion. Issues are properly defined and established so the reader understands exactly

 

3.

 

Kraut, A. I. (1975). Some Recent Advances in Cross-National Management Research. Academy of Management Journal, 18(3), 538–549. https://doi-org.ezproxy.library.wwu.edu/10.2307/255683 (OB)

 

In this journal of nonfiction research, Kraut brings together reports from multiple research programs and analyzes the cultural patterns of managers for improved organizational practice, specifically in multinational organizations which leads to deeper advances and connections between the data of the reports. The author expresses the problems associated with this research paper including the transfer of technology to different countries and the relationships between values and different forms of economic organization. The journal relates to our topic by providing research on cross-cultural communication between managers which directly relates to our cross-cultural communication subtopic

 

4.

Peterson, M. F., & Thomas, D. C. (2007). Organizational behavior in multinational organizations. Journal of Organizational Behavior, 28(3), 261–279. https://doi-org.ezproxy.library.wwu.edu/10.1002/job.442 (OB)

 

The authors, researchers at Florida Atlantic University, Florida, U.S.A., and Simon Fraser University, Canada, have gathered data and provided a taxonomy that represents organizational behavior implications of the conflicting identities that are particularly likely to be found when an organization’s different structural components are closely linked to different cultural and formal institutions. The authors also provide different types of contributions that this context offers to OB and several themes in OB research.

The article is well organized by providing theoretical implications of the multinational organizations, kinds, and aspects of the context, and conclusion of the research.

 

5.

Janssens, M. (1995). Intercultural interaction: a burden on international managers? Journal of Organizational Behavior, 16(2), 155–167.

https://doi-org.ezproxy.library.wwu.edu/10.1002/job.4030160206  (OB)

 

This specific study goes into the roles of cultural shock and cultural distance and how it plays into the topic of intercultural interactions. It goes in-depth about the relationships and interactions employees have to face in intercultural interaction. The study takes 162 international managers that are part of different multinational companies and examines their behaviors. The results ultimately show is the cultural shock hypothesis holds or not. The study also questions the cultural distance hypothesis and how it plays into intercultural interaction. This is discussed in the context of the strategic balance between global integration and local responsiveness.

This study is a good source for our blog as it gives factual information from a study. It will show us the comparison between managers working locally in Europe to ones that have to conduct their business in other continents. It provides accurate information without any opinions, and easy to follow information.