Matches in SemOpenAlex for { <https://semopenalex.org/work/W1549757807> ?p ?o ?g. }
Showing items 1 to 71 of
71
with 100 items per page.
- W1549757807 startingPage "27" @default.
- W1549757807 abstract "INTRODUCTION Globalization and economic openness have contributed to increased international engagement of countries in negotiations in the 21st century. According to Taiwan's Ministry of Economic Affairs (MOEA), that country's major national trading partners include the United States and Iran. In 2008, Taiwan traded with the U.S. $61.8 billion worth of goods and services (representing about 11.6 percent, ranking the U.S. as Taiwan's third largest trading partner) with the United States; and Taiwan's trade with Iran total U.S. $6 billion (representing about 1 percent, and ranking Iran as the 20th largest trading partner. relationship between Iran and the United States has been tense since the 1980s (Sadjadpour, 2008; ustreas.gov, 2009). Following breaking the diplomatic relationship with Iran in 1980 the U.S. government imposed trade embargo on Iran in 1987 (Sadjadpour, 2008; treas.gov, 2009; News Journal, 2009). This trade embargo has been continued for the subsequent years and the political relationship has not been normal (Sadjadpour, 2008). However, U.S. invasion of Afghanistan and Iraq and its military and security problems in those countries, neighboring to Iran laid the ground for low level talks between the two countries since 2001 (News Journal, 2009; Independent, 2009). More recently, President Obama has acknowledged U.S. willingness for having dialogue with Iran (The Independent, 2009). As Sadjadpour (2008) states it, The relevant question is not whether to talk to Iran but how. Understanding the significant role of Islamic culture (Haynes, 2007) on negotiation styles could ease the obstacles in talking to the Iranians. Gulbro and Herbig (1994) indicated that different cultures can generate distinct negotiation styles. This paper examines negotiation styles of people from three distinct cultures, those of Iran, Taiwan and the United States--in terms of the impact on these cultures by the dominant religious traditions in each--Islam, Buddhism and Christianity respectively. Knowledge about the impact of culture and religion on negotiation styles is an advantage for anyone involved in negotiations (Chang, 2003). Cultural negotiation literature is limited, particularly with respect to religious factors in general and to the effect of these factors on Iranian, Taiwanese and U.S. negotiation styles. research aims to investigate the role of religious culture as factor in shaping negotiation style of people with different religious beliefs. negotiation styles of Muslim Iranians, Buddhist Taiwanese and Christian Americans will be examined and compared. REVIEW OF THE LITERATURE Culture is commonly defined as a set of shared values and beliefs that characterize national, ethnic, moral and other group behavior (Faure and Sjostedt, 1993; Craig and Douglas, 2006; Adapa, 2008). Culture also refers to individual cultures revealed through the food, songs, and stories that are exchanged with people outside of that region (Parra, 2001). One further definition of culture is pattern of shared basic assumptions that group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to new members as the appropriate ways to perceive, think, and feel with relation to those problems (Schein, 1997). Simintiras and Thomas (1998) defined culture as accepted values and norms that influence the way in which people think, feel, and behave. Barbash and Taylor (1997) indicated that culture includes religion, gender, language, class, ethnicity, and sexual orientation. Since sub-cultures, cultures and super-cultures merge and evolve, while being less bounded than before; the idea of culture is more porous and varied than before (Barbash and Taylor, 1997). Lee and Trim (2008) indicated that shared organizational culture can help with the management of an international partnership arrangement, and senior managers will need to possess knowledge of the national cultural value traits of the people concerned. …" @default.
- W1549757807 created "2016-06-24" @default.
- W1549757807 creator A5030706146 @default.
- W1549757807 creator A5046007314 @default.
- W1549757807 creator A5050936540 @default.
- W1549757807 date "2011-01-01" @default.
- W1549757807 modified "2023-09-24" @default.
- W1549757807 title "Is Religious Culture a Factor in Negotiation: A Cross-Cultural Comparison of Iran, Taiwan and the United States" @default.
- W1549757807 hasPublicationYear "2011" @default.
- W1549757807 type Work @default.
- W1549757807 sameAs 1549757807 @default.
- W1549757807 citedByCount "1" @default.
- W1549757807 countsByYear W15497578072012 @default.
- W1549757807 crossrefType "journal-article" @default.
- W1549757807 hasAuthorship W1549757807A5030706146 @default.
- W1549757807 hasAuthorship W1549757807A5046007314 @default.
- W1549757807 hasAuthorship W1549757807A5050936540 @default.
- W1549757807 hasConcept C138885662 @default.
- W1549757807 hasConcept C155202549 @default.
- W1549757807 hasConcept C162324750 @default.
- W1549757807 hasConcept C17744445 @default.
- W1549757807 hasConcept C199539241 @default.
- W1549757807 hasConcept C199776023 @default.
- W1549757807 hasConcept C2119116 @default.
- W1549757807 hasConcept C2778137410 @default.
- W1549757807 hasConcept C41895202 @default.
- W1549757807 hasConcept C47768531 @default.
- W1549757807 hasConcept C50522688 @default.
- W1549757807 hasConcept C94625758 @default.
- W1549757807 hasConceptScore W1549757807C138885662 @default.
- W1549757807 hasConceptScore W1549757807C155202549 @default.
- W1549757807 hasConceptScore W1549757807C162324750 @default.
- W1549757807 hasConceptScore W1549757807C17744445 @default.
- W1549757807 hasConceptScore W1549757807C199539241 @default.
- W1549757807 hasConceptScore W1549757807C199776023 @default.
- W1549757807 hasConceptScore W1549757807C2119116 @default.
- W1549757807 hasConceptScore W1549757807C2778137410 @default.
- W1549757807 hasConceptScore W1549757807C41895202 @default.
- W1549757807 hasConceptScore W1549757807C47768531 @default.
- W1549757807 hasConceptScore W1549757807C50522688 @default.
- W1549757807 hasConceptScore W1549757807C94625758 @default.
- W1549757807 hasIssue "1" @default.
- W1549757807 hasLocation W15497578071 @default.
- W1549757807 hasOpenAccess W1549757807 @default.
- W1549757807 hasPrimaryLocation W15497578071 @default.
- W1549757807 hasRelatedWork W1509013671 @default.
- W1549757807 hasRelatedWork W1573696324 @default.
- W1549757807 hasRelatedWork W1821521440 @default.
- W1549757807 hasRelatedWork W185934582 @default.
- W1549757807 hasRelatedWork W1999152833 @default.
- W1549757807 hasRelatedWork W2014963077 @default.
- W1549757807 hasRelatedWork W2116463597 @default.
- W1549757807 hasRelatedWork W2141085671 @default.
- W1549757807 hasRelatedWork W2146945209 @default.
- W1549757807 hasRelatedWork W2329923261 @default.
- W1549757807 hasRelatedWork W235449207 @default.
- W1549757807 hasRelatedWork W2392163781 @default.
- W1549757807 hasRelatedWork W2479862273 @default.
- W1549757807 hasRelatedWork W2582302705 @default.
- W1549757807 hasRelatedWork W2781022267 @default.
- W1549757807 hasRelatedWork W2898505505 @default.
- W1549757807 hasRelatedWork W2904865903 @default.
- W1549757807 hasRelatedWork W3183411963 @default.
- W1549757807 hasRelatedWork W3185175788 @default.
- W1549757807 hasRelatedWork W58679856 @default.
- W1549757807 hasVolume "10" @default.
- W1549757807 isParatext "false" @default.
- W1549757807 isRetracted "false" @default.
- W1549757807 magId "1549757807" @default.
- W1549757807 workType "article" @default.