Negotiation is an important managerial skill. The ability to negotiate across cultures becomes even more challenging due to differences in institutional practices. This book explores how the institutional environment in India and China shapes their negotiating behaviour.
Table of Content
Culture & Negotiating Practices: The Relevance of the Institutional Perspective India and China: A Historical Overview The Institutional Environment of India The Institutional Environment in China Negotiating in the Indian Institutional Environment Negotiating in the Chinese Institutional Environment Negotiating in India; Some Case Studies Negotiating in China; Some Case Studies Negotiating Skills in India and China Conclusion
About the author
RAJESH KUMAR Associate Professor of International Business Strategy at the University of Nottingham, UK. He holds a Ph.D. in International Business from New York University, USA. He has taught at Penn State University in the USA, the University of Aarhus in Denmark and in numerous other European institutions. His research interests lie in international negotiations, the management of alliances, and managing in emerging markets such as India and China. He has published widely and co-edited a special issue of International Negotiation Journal which looked at the interplay between culture and negotiation.
VERNER WORM Professor of Chinese Business and Development at Copenhagen Business School, Denmark. He holds a Masters in Sinology and a Bachelor degree in Political Science from Copenhagen University. His primary research interests are Chinese indigenous management, international negotiations, international human resource management, and cross-cultural management.
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