Alfred M. Jaeger

Management in Developing Countries.

Part 1 Managing organizations in developing country environment: macro-level perspectives. Part 2 Strategic development organizations: some behavioural properties, Pradip N.Khandwalla. Part 3 Managing structural adjustment in developing countries: an organizational perspective, Moses Kiggundu. Part 4 Organizational life-cycle and effectiveness criteria in state owned enterprises: the case of East Africa, Jan J.Jorgensen. Part 5 Leadership and strategy making for institution building and innovation: the case of a Brazilian University, Cynthia Hardy. Part 6 Organization and culture in developing countries: a configurational model, Fritz Rieger and Durhane Wong-Rieger. Part 7 Limitations of Western techniques in the management of organizations in developing countries. Part 8 The applicability of Western management techniques in developing countries: a cultural perspective, Alfred M.Jaeger. Part 9 Limitations to the application of sociotechnical systems in developing countries, Moses Kiggundu. Part 10 Will China adopt Western management pratices?, Shirley C.Zhuang. Part 11 Indian organizations: value dilemmas in managerial roles, Indira Parikh and Pulin Garg. Part 12 Developing indigenous perspectives: work motivation and organizational leadership in developing countries. Part 13 Work alienation in developing countries: Western models and Eastern realities, Rabindra N.Kanungo. Part 14 Holistic strategies for worker disalienation in developing countries, K.M.Srinivas. Part 15 Managing people for productivity in developing countries, Manuel Mendonca and Rabindra N.Kanungo. Part 16 Model of effective leadership styles in India, J.B.P.Sinha. Part 17 Management of development in other cultures: ideology and leadership, Sitakant Mahapatra. Part 18 Managing political modernization: charismatic leadership in developing countries, James Woycke.

A comparative study of the influence of assertiveness on negotiation outcomes in Canada and China

Purpose – The purpose of this paper is to investigate the role of assertiveness in determining negotiation outcomes in two different cultures and thus to help understand the cultural differences in the relationship between assertiveness and negotiation outcomes in the West and East, where assertiveness is often viewed quite differently.Design/methodology/approach – Data were collected from four simulated negotiations of varying degrees of complexity ranging from the most distributive to the most integrative. Over 400 business students were recruited as subjects from a Western culture and an Eastern culture, namely Canada and China, to participate in the simulations in order to test the cultural differences in the relationship between assertiveness and negotiation outcomes.Findings – The results provide support for the effects of assertiveness on both economic outcome and affective outcome, and thus confirm the importance of assertiveness as a negotiator trait; the relationship between assertiveness and ne...

The Influence of Personality on Negotiation — A Canada-France Comparison

Negotiation is the process by which two or more parties exchange goods or services and attempt to agree upon an exchange rate for them (Wall, 1985; Wall/Blum, 1991). In the negotiation process, each side exercises and articulates its influence in an effort to accomplish its own objectives through its interaction with the other party (Bacharach/Lawler, 1981; Dansereau/Graen/Haga, 1975; Greenhalgh/Nelsin/Gilkey, 1985; Kipnis/Schmidt, 1983). As one of the basic processes of human behaviour, negotiation is something we all do on a daily basis. Negotiation is also widely used in labor-management relations, in business agreements such as mergers and sales, in international relations, and in international business (King/Hinson, 1994). As the world economy becomes more and more globalised, people from different cultures are becoming more frequently engaged in negotiation with one another. Thus, an understanding of the negotiation process and the impact of culture on it are essential to anyone who works with or through other people to accomplish objectives in many different situations (Le-wicki/Litterer/Saunders/Minton, 1994a).