Partnering Across Borders: Negotiating Organizational Culture in a German-Japanese Joint Venture
研究通过德日合资企业的案例，检验了文化协商理论，发现结构性因素和个体文化认知比宏观文化差异更能解释协商结果，对管理多元文化团队有参考价值。
This study expands theoretical research on negotiated culture by testing basic assumptions in the context of a German-Japanese joint venture. Data collected by semi-structured interviews are analyzed using textual analysis software to uncover key issues that became catalysts for negotiation. Results include a model of cultural negotiation linking organizational events with issue domains as points of departure for negotiations. Results show that aggregate models of cultural difference are useful only to the extent that they serve as latent conceptual anchors guiding individuals' cultural responses to events. The study shows that structural/contextual influences together with individuals' culturally determined sense-making with regard to specific organizational events are more useful determinants of negotiated outcomes. Authors conclude that, while it is unlikely we can predict organizational culture formation in complex cultural organizations, we can understand the process of cultural negotiation and as a result be better prepared to monitor and manage in culturally diverse settings.