Partnering across borders: Negotiating organizational culture in a German-Japanese joint venture

This study expands theoretical research on negotiated culture by testing ba sic assumptions in the context of a German-Japanese joint venture. Data col lected by semi-structured interviews are analyzed using textual analysis so ftware 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 a ggregate models of cultural difference are useful only to the extent that t hey serve as latent conceptual anchors guiding individuals' cultural respon ses to events. The study shows that structural/contextual influences togeth er with individuals' culturally determined sense-making with regard to spec ific organizational events are more useful determinants of negotiated outco mes. Authors conclude that, while it is unlikely we can predict organizatio nal culture formation in complex cultural organizations, we can understand the process of cultural negotiation and as a result be better prepared to m onitor and manage in culturally diverse settings.