Negotiating international strategic alliances: success and failures - some closing thoughts
by Michael Jeive; Raymond Saner
European J. of International Management (EJIM), Vol. 13, No. 5, 2019

Abstract: This special thematic issue of the European Journal of International Management focuses on the analysis of case examples of negotiation processes of strategic alliances. This thematic issue applies a multi-lens approach in which a range of theories and models are selectively applied to specific cases to gain better insight into the business case, the development of the negotiations and to identify lessons for future negotiators of strategic alliances. Negotiation theory is applied to concrete M&A as negotiations as well as to other forms of negotiations of strategic alliances, for instance between governments, between private sector companies and cross-sectoral alliance negotiations between private sector actors and other actors such as governments. Special attention has been paid to analysis of business diplomacy and trust development.

Online publication date: Tue, 03-Sep-2019

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