RT Journal Article
SR 00
ID 10.1177/017084069501600102
A1 Faure, G.O.
A1 Chen, D.
T1 When Chinese companies negotiate with their government
JF Organization Studies
YR 1995
FD 1995-01
VO 16
IS 1
SP 27
OP 54
K1 Chinese enterprise; negotiation; power; complexity; deadlock management; contractual relationship
AB Drawing on case study material, this paper analyzes a complex negotiation between a Chinese company and local government. It highlights the main char acteristics of such a negotiation and describes the rationale and outcomes of the process. Observations made in a Chinese context may provide insights for negotiators working in other cultural contexts when they address the question of resolving universal difficulties in government-organization negotiations. Lessons are drawn on matters such as the logic implemented in order to deal with power within an asymmetric setting or some workable approaches used in conflict handling, especially in case of deadlock. Finally by emphasizing three cultural dimensions — national—ethnic, organizational and profes sional — this study analyzes some key features of negotiated management in the Chinese context.
PB Sage
SN 0170-8406
LK https://pure.iiasa.ac.at/id/eprint/4234/