Journal of International Marketing

Edward T. Hall (1976) and others have told us that status and role are more important considerations in Japan than in the United States. Specifically addressed in this study is the moderating effect of culture on the relationships between negotiators’ roles (buyer or seller) and their behaviors and outcomes. A laboratory negotiation simulation was conducted with more than 200 Japanese and American businesspeople as participants, and several of the simulated negotiations were videotaped for subsequent content and sociolinguistic analyses. The integration of findings supports Hall's notion that in Japan hierarchy is more important, and indeed, Japanese buyers receive greater deference from sellers.

Recently, there has been a renewed interest in market orientation or the implementation of the marketing concept by marketing professionals. This study addresses the issue from the foreign manager's perspective—specifically, the conceptual model of factors affecting the manager's decision to adopt the orientation is proposed and empirically tested. Findings show that the foreign manager's intention to adopt the orientation is positively affected by attitude toward market orientation and attitude toward innovation in management orientation. Attitude toward market orientation is, in turn, affected by the manager's beliefs regarding the relative advantage of market orientation, market turbulence, competitive intensity, and attitude toward innovation in management orientation. Attitude toward innovation in management orientation is, on the other hand, positively affected by the manager's innovativeness and negatively affected by opinion leadership. Theoretical contributions, managerial implications, limitations, and future research directions are also discussed.

During China's rapid transition from a planned to a market economy, a major issue that has not been adequately addressed is “What determines a firm's performance?” This study proposes an institutional and environmental approach to evaluate how a firm performs in this dynamic transitional economy. Using a data set containing China's entire industrial market, this study finds that a firm's performance is shaped by its institutional characteristics and its environment, along with other strategic factors such as its market share. A surprising and yet important finding is the superior performance of the so-called “collectively owned” enterprises. The article not only explores the theoretical relationship between firm performance and institutional and environmental factors in transitional economies, but also is helpful for managers in developing such marketing strategies as market assessment, entry strategy, or partner selection.

Exciting changes have occurred in the field of management and executive education in recent years—very likely the beginnings of a revolution in this field that is expected to continue into the next decade. Already we see the signs of a major shift toward a broad context for management and executive education—that is, global leadership and learning development. This change is being driven by the needs of companies that must operate in a highly competitive global environment. These companies increasingly recognize the need to develop leaders who are equally comfortable and effective working anywhere in the world.

This article is written from the vantage point of the year 2007 to provide a perspective of how this revolution might appear as we look back at the decade from 1997 to 2007.

One consequence of market globalization has been the growing incidence of collaborative ventures among companies from different countries. Small and large, experienced and novice, companies increasingly are choosing partnerships as a way to compete in the global marketplace. Motives for international collaborative ventures are varied and complex, including a desire to leverage resources and assets, retain flexibility, reduce risks, gain speed, and capitalize on each partner's strengths. The systematic framework presented here can be used by managers as a practical, ten-step approach to establishing successful collaborative ventures. The article also discusses four major types of international business partnership—distributor agreements, licensing, franchising, and joint ventures, and highlights key success factors for each.

A major player in express package delivery, United Parcel Service (UPS) has been actively globalizing its operations for more than 20 years. The company first entered Canada and Germany and then other markets without a strategic plan or much commitment. The approach was simply enter markets one by one, set up operations, and wait for the market to develop. When available, UPS acquired an existing delivery company in order to get established more quickly.

In exploring entry into Japan, UPS encountered a significant challenge. While UPS is competent in distribution and logistic networking, it knew little about the Japanese market and quickly realized that it needed a partner with customs clearance expertise. In a market well known for nontariff trade barriers, UPS also required assistance in deciphering the complex legal, structural, and political environment. A local partner would provide specific market expertise and help UPS overcome entry barriers. Furthermore, with a legacy of losing money in overseas operations, UPS did not wish to risk much capital in Japan.

For these reasons, partnering with a qualified Japanese company made most sense. Yamato of Japan emerged as a prospective partner. It was experienced, had access to distribution channels, and was well capitalized. Interestingly, when UPS began negotiations, it inquired whether Yamato would be interested in a purchase. Yamato management asked the selling price of UPS—not exactly what UPS had in mind! As it turned out, there was a good fit and sufficient rationale for the two companies to establish a strategic alliance. UPS realized that a partnership with Yamato could not be a one-way street and arranged to bring packages back to the United States for delivery from Yamato. This opened up the market in both directions for each company. Teams of employees were exchanged to learn about organization and business processes, which provided valuable experience in making each company a truly global player.