Finally in international alliances it is critical

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Finally, in international alliances, it is critical that you resolve these issues with the aid of a cultural mediator because the norms for dealing with emotions vary across cultures. For
57 | P a g e example, in Confucian based cultures such as Japan or China, there is a strong taboo against overt expression of emotions. This may result in the parties losing face and the damage to the relationship may be severe. (2) Do not allow problems to accumulate in the alliance It is tempting to ignore the first signs of problems thinking that everything will turn out okay! While this may occasionally happen, the opposite can also be true. This is where problems multiply and smaller problems become larger problems. What may have been manageable at the beginning becomes much more problematic later! Essentially, when problems accumulate and are not addressed in a timely manner a number of things happen. First, the employees who are most directly impacted by these problems may come to believe they are not being taken seriously. This may cause feelings of injustice/resentment which could affect their morale in the alliance. They may lower their level productivity and this is surely not good. Secondly, as the problems get put off, suspicion and rumour may take centre stage. Employees may speculate as to why management is not addressing these problems. Perhaps they are not that committed to the alliance after all! Alternatively, they may not be able to capably manage the alliance or they deliberately don't want a negative outcome to occur. Finally, an accumulation of minor problems may grow into major problems such as when the performance of the alliance falters, or one of the partners tries to withdraw from the partnership. A strategic alliance may be rescued even under these conditions but negotiating under these conditions is likely to be tough and time consuming. Needless to say, this is not the most efficient use of management time. It would much better, if through their commitment, the top management prevented the emergence of these problems in the first place. (3) Be consistent Consistency is a virtue because it creates the positive perception of predictability. When predictability is absent, trust is compromised. This is surely not positive for strengthening the relationship among the partners. Consistency promotes the negotiation process and enhances conflict resolution because perceptions and reality in these cases are concurrent. Further, consistency can encourage planning and can assist the partners to implement their vision of the alliance with a maximum degree of perfection. Consistency revolves around both goals and means. In other words, the partners must create and strengthen the perception that they are both trying to realize their stated goals. At the same time, the partners must also undertake initiatives that are consistent to achieve those objectives. For example, it would clearly be unhelpful if either partner erratically shifted their negotiating tactics- moving from

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