ls facilitate negotiations.
Brannen, M. Y. (2000). Partnering across borders: negotiating organizational culture in a German-Japanese joint venture. Human Relations, 53, pp. 451-487.
This study expands theoretical research on negotiated culture by testing basic assumptions in the context of a German- Japanese joint venture. Data collected by semi-structured interviews were analyzed 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 aggregate models of cultural difference are useful only to the extent that they serve as latent conceptual anchors guiding individuals' cultural responses to events. The authors conclude that, while it is unlikely we can predict organizational culture formation in complex cultural organizations, we can understand the process of cultural negotiation and be better prepared to monitor and manage culturally diverse settings.
Edelman, M. (1998). Language, myths and rhetoric. Society, 35, pp. 131-139.
Edelman examines the power of political language to create and evoke "mythic" belief structures in citizens. He believes the language used to discuss public issues and public officials acquires its distinctive function from the fears and hopes government arouses in us. Since governments deal with many issues that cause deep anxiety for large numbers of people, inevitably a great deal of uncertainty and controversy surrounds existing problems, their causes, and how to deal with them. People resort to government and religion to cope with these anxieties. While it is readily recognized, he points out, that religion can arouse and assuage anxiety, it is not always recognized that governments can also. Language is an integral facet of the political machine, and therefore has a powerful influence on people. People should be awar...