ISSN: 2222-6990
Open access
This paper aim to explore the practices of Tanzanian business negotiators during negotiation process. Specifically the paper aims to address the following; to explore the relationship between nationalism and practice of international business negotiations, to explore the relationship between national identity and practice of international business negotiations and to analyze the relationship between national pride and practice of international business negotiations.
The data are drawn from a survey of Tanzania business negotiators and analyzed by using multivariate analysis particular exploratory factor analysis. The results suggest that national feelings need to be taken into account by Tanzanian negotiators. Study come in concluding that national political interest, national development vision, foreign investor influences’, negotiator’s value, national interest precedence and national dignity has implication on national feeling for business negotiator.
This paper suggests that our supposition about national feelings might have enduring value, even though there is some evidence to suggest that Tanzania negotiating styles are changing.
1. Aikenhead, G. (1994). The social contract of science: implications for teaching science. In J. Solomon & G. Aikenhead (Eds.), STS education: international perspectives on reforms (pp. 11-20). New York
2. Babbie, E. R. (2009). The Practice of Social Research (12thEd.). Wadsworth.
3. Bartlett, M. S. (1937). Properties of Sufficiency and Statistical Tests. Proc. Roy. Soc. London Ser. (160) 268–282.
4. Berry, J. W. (1969). On cross-cultural comparability. International Journal of Psychology, 4, 119–128.
5. Blackman, C. (1997). Negotiating China: Case studies and strategies. Australia: Allen & Unwin.
6. Blackman, C. (1997). Negotiating China: Case studies and strategies. Australia: Allen &
7. Bowling, A. (1997). Research Methods in Health. Open University Press, Buckingham
8. Burhan, A.M. (2013). Marketers’ perceptions of negotiation behavior in a global firm. DBA., Thesis
9. Burhan, A. M. and Musa, M. (2013). International business negotiations outcome and Performance in Tanzania. Unpublished Thesis.
10. Burhan, A. M., Ndimbwa, T. and Mihanjo, B. (2013) Understanding The Behavior Similarities And Differences Between The Upcoming Generations Of Tanzanian And Chinese Managers In International Business Negotiations. Business Management Dynamics ISSN: 2047-7031.
11. Burns, N. & Grove, S.K. (1997) The Practice of Nursing Research Conduct, Critique, & Utilization. W.B. Saunders and Co. Philadelphia.
12. business negotiations (pp. 369–382). London: Elsevier Science Ltd.
13. Cavusgil, S. T., & Ghauri, P. N. (1990). Doing business in developing countries: Entry and negotiation strategies. London: Routledge.
14. Chen, G. B. (1996). Negotiating with the Chinese. UK: Dartmouth Publishing Co, Ltd.
15. Child, J., & Stewart, S. (1997). Regional difference in China and their implications for Sino-foreign joint ventures. Journal of General Management, 23(2), 65–86.
16. Deetz, S. (1996) “Describing Differences in Approaches to Organization Science: Rethinking Burrell and Morgan and their Legacy,” Organization Science (7:2), pp. 191–207
17. Deverge, M. (1986). Negotiating with the Chinese. Euro-Asia Business Review, 5(1), 34–36.
18. Doktor, R., Tung, R. L., & Glinow, A. V. (1991). Incorporating international dimensions in management theory building. Academy of Management Review, 16, 259–261.
19. Eiteman, E. (1990). American executives perceptions of negotiating joint ventures with the People’s Republic of China: Lessons learned. Columbia Journal of World Business, Winter, 59–67.
20. Gephart,R.(1999) Paradigms and Research Methods: http://division.aomonline.org/rm/1999.RMDForum_Paradigms-and- Research. Accessed January 2009.
21. Graham, J. (1996). Vis-a`-vis: International business negotiation. In P. Z. Ghauri, & J. C. Usunier (Eds.), International business negotiations (pp. 69–90). London: Pergamon, Elsevier Science Ltd.
22. Graham, J. L., Mintu, A. T., & Rodgers, W. (1994). Explorations of negotiation behaviors in ten foreign cultures using a model developed in the United States. Management Science, 40(1), 72–95.
23. Hair, J.F., Black, W.C., Babin, B.J., & Anderson, R.E. (2010). Multivariate Data Analysis. Seventh Edition. Prentice Hall, Upper Saddle River, New Jersey
24. Hall, P. (1986). The etic-emic distinction: Its observational foundation. In: B. R. Darvin, & M. J. Voigt (Eds.), (pp. 123–151) Progress in communication sciences, 7.
25. Harris, S. (2000). Reconciling positive and interpretative international management research: A native category approach. International Business Review, 9, 755–770.
26. Heiba, F. (1984). International business negotiations: a strategic planning model. International Marketing Review, Autumn/Winter, 5–16.
27. Hofstede, G., & Usunier, J. (1996). Hofstede’s dimensions of culture and their influence on international business negotiation. In P. Ghauri, & J. Usunier (Eds.), International business negotiations (pp. 119–129). London: Pergamon.
28. Shivji, I. G. (1974) The Silent Class St
In-Text Citation: (Burhan & Malleo, 2018)
To Cite this Article: Burhan, A. M., & Malleo, J. A. (2018). Exploring the Corollary of National Feelings on International Business Negotiations: A perspective of Tanzania Business practice. International Journal of Academic Research in Business and Social Sciences, 8(12), 2142–2159.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode