International Multilateral Negotiations and Social Networks

• Published in: Journal of international business studies Vol. 29; no. 4; pp. 695 - 710
• Main Author: Money, R. Bruce
• Format: Journal Article
• Language: English
• Published: Basingstoke Academy of International Business and McDonough School of Business, Georgetown University 01.01.1998; Palgrave Macmillan
• Series: Journal of International Business Studies
• Subjects: Bailouts; Bargaining; Business structures; Coalitions; Consortia; Data analysis; Government; High culture; Impact analysis; Influence; International; International business; International trade; Japanese culture; Management science; Market positioning; Marketing; Metric system; Multilateralism; National culture; Negotiations; Organizational behavior; Problem solving; R&D; Research & development; Risk; Social networking; Social networks; Social psychology; Studies; Symposium: International Business Negotiations
• ISSN: 0047-2506; 1478-6990
• DOI: 10.1057/palgrave.jibs.8490048

Compared to their bilateral counterparts, multilateral negotiations in an international setting present an extremely complex set of negotiation phenomena. This paper proposes a model of negotiations that examines how national culture, organization specific factors, and individual characteristics of the negotiators impact the multilateral negotiation process in a cross-national context. Specifically, social network theory and tools are utilized to examine how coalitions form and roles emerge among participants. The model also posits the effect of social network activity on negotiation outcomes. Research propositions are forwarded in hopes of setting an agenda for the research stream implied by the model. Methods for testing the model and implications for academics and managers are also discussed.