Authors: Michael Jeive
Addresses: School of Business, FHNW University of Applied Sciences & Arts Northwestern, Switzerland
Abstract: This paper considers the value of applying a trust lens to the study of international strategic alliance negotiations. This paper considers that, in the context of international strategic alliances, negotiation is not limited to the process of reaching an initial agreement, but also includes the implementation and joint value creation phases. In a context where neither party has the power to enforce values on the other, the process of negotiating values and managing expectations brings the structures of the working relationship into sharp focus illuminating the ongoing process whereby agreed or accepted behavioural values emerge and begin to underpin the collaborative endeavour. Following a brief cultural diversion to show how the trust lens can illuminate the development of alliance culture, the paper provides an overview of key recent literature on the conception of trust and trust development before returning to a discussion of trust and negotiation and especially of the strategic alliances.
Keywords: strategic alliances; negotiation; trust; interpersonal trust; system trust; process trust; trust development; values.
European Journal of International Management, 2019 Vol.13 No.5, pp.596 - 611
Available online: 03 Aug 2019 *Full-text access for editors Access for subscribers Purchase this article Comment on this article