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The coursework needs to balance theory and practical experience. The structure of the module indicates a theoretical underpinning regarding the challenges of international negotiations:

5,000 words
The coursework should have the form of a research paper and could focus on the following:
a) It will consist of a conflict analysis of a current international conflict of your choosing, drawing on relevant negotiation literature and theory. It will include identifying primary and secondary parties, positions, interests, options, etc.
b) It will be a strategy briefing for one of the parties in the conflict you have analyzed. In the briefing, you will be providing advice as to how that party should proceed with the negotiation, given the data in the conflict analysis. It should also include attention to preparation, power dynamics, culture and negotiation and decision analytic issues where relevant, and coalitions.
c) A research paper that examines a particular example of international negotiation, with special attention to the processes at work. The task is to identify an appropriate historical or current instance of international (business or political) conflict, and ? using the materials of the course is chosen, the paper might reasonably focus on the reasons for this success and the critical turning points, as well as missed opportunities that might have led to an even more successful outcome. If the paper?s focus is a ?failed? negotiation, then the analyst should consider the reasons for this failure, and possible missed opportunities.

International Business Frameworks

Ghauri, P. (2003). A Framework for International Business Negotiations, in Ghauri, Pervez N. & Jean-Claude Usunier. 2003. International Business Negotiations. Oxford: Elsevier Ltd. (2nd edition), p. 3-22.

Usunier, J.C. (2003). Cultural Aspects of International Business Negotiations, in Ghauri, Pervez N. & Jean-Claude Usunier. 2003. International Business Negotiations. Oxford: Elsevier Ltd. (2nd edition), p. 97-136.

Usunier, J.C. (2003). The Role of Time in International Business Negotiations, in Salacuse, Jeswald W. 1999. Intercultural negotiation in International Business, Group Decision and Negotiation 8(3), 171-204.

International Negotiation Styles (Culture part)

Graham, John L. 1985. The influence of culture on the process of business negotiations: An exploratory study. Journal of International Business Studies 16, 81-96.

Graham, J.L. 1987. A theory of interorganizational negotiations, Research in Marketing 9, Greenwich, CT: JAI Press.

Graham, J.L., Mintu, A. & Rodgers, W. 1994. Explorations of negotiation behaviour in 10 foreign cultures using a model developed in the United States, Management Science 40, 72-95.

Graham, J.L. & Mintu-Wimsat, A. 1997. Culture?s influence on business negotiations in four countries, Group Decision and Negotiations 9, 483-502.

Graham, J.L. Vis-a-vis (2003). International Business Negotiations, in Ghauri, Pervez N. & Jean-Claude Usunier. 2003. International Business Negotiations. Oxford: Elsevier Ltd. (2nd edition), p. 51-74.

Salacuse, Jeswald W. 1999. Intercultural negotiation in International Business, Group Decision and Negotiation 8(3), 217-236.

Week 4: Intercultural Negotiation Models (Ott?s Framework)

Ott, U.F.,2010. The Art and Economics of International Negotiations: An Analysis of Multi-active Bargaining Behaviour in International Negotiations, Social Science Research Network, Available at SSRN: http://ssrn.com/abstract=1612870

Ott, U.F. 2011. The Influence of Cultural Activity Types on Buyer-Seller Negotiations ? A Game Theoretic Framework for International Negotiations, International Negotiation Journal, Special Issue on Culture and Negotiations, 16(3), 427-450

Week 5: Cultural Intelligent Negotiator (Strategy Part)

Imai, L. and M.J. Gelfand.(2010). The culturally intelligent negotiator: The impact of cultural intelligence on negotiation sequences and outcomes, Organizational Behavior and Human Decision Processes, 112: 83-98.

If negotiator is important look at study 1 in the journal
If negotiation process is more important ? study 2

Coursework Structure (Renault ?Nissan)

1. Introduction

2. Literature Review

Ghauri Framework:
Background (environmental context of negotiation)
Atmosphere
Negotiation Process: Pre-, Face-to-Face, Post-Negotiations
Culture (Negotiation Styles)
Strategy (Negotiation Behavior)

Criticise or find literature to support it;

Weiss Framework (RBC ? Relationships, Behavior and Communication)
Ott Framework (Clashes between LMR cultures ? Cooperation and Conflict)

(Ott? Can be used in analysis of culture and strategy part in 3.)

3. Application ? Negotiation Analysis

Background of my case
International Business Case: Joint Venture, Merger, Take-overs

- look at their first proposal (negotiation process)
- look at their cultures ?perspectives
- look at their websites (compare)
- news: economists, FT

IJV (foreign parent firm, local parent firm)
Background (political, legal, social)
Atmosphere (power relationship, collaborative/competitive)
Negotiation Process: Pre-, Face-to-Face, Post-Negotiations
Culture (Negotiation Styles)
Strategy

4. References

5. Appendix

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