It is not easy to change relationships of dependence or independence that have been built up over a long time. But some companies have done this by changing the basis of the relationships among product, functional, and geographic management groups. From relations based on dependence or independence, they have moved to relations based on formidable levels of explicit, genuine interdependence. In essence, they have made integration and collaboration self-enforcing by making it necessary for each group to cooperate in order to achieve its own interests.
Developing multidimensional perspectives and capabilities does not mean that product, functional and geographic management must have the same level of influence on all key decisions. Different groups have different roles for different activities and these roles are likely to change from time to time. The ability to manage these multidimensional aspects in a flexible manner is the hallmark of a transnational company.
Doing business across cultures and borders begin by good negotiation, and individuals with good management skills and negotiating abilities. Managers cannot negotiate productively in an international marketplace if they do not possess important negotiating abilities and skills. Managers cannot negotiate successfully if they neglect these countries’ cultures, beliefs, and rituals. The differences in cultures, beliefs, and rituals create difficulties in the process of effective negotiation. Therefore, managers need to learn the differences in cultures and traditions from those countries, one-by-one in order to efficiently and effectively conduct a successful negotiation and be able to manage across cultures and borders.
It is also important to understand that because of our traditions and cultural differences, individuals do not think, judge, behave, perceive, and reason alike. Therefore, depending on negotiators’ style, they should learn to adapt to the cultures of those countries that are different from them, in which they intend to do business with. Shrewd negotiators are encouraged to empathically accept and adapt to these traditions and cultures for the sake of profits.
这是不容易改变的依赖或独立的关系已建立了很长一段时间。但一些公司已经做到了这一点，通过改变产品之间的关系，功能，和地域管理的基础。从依赖或独立的基础上的关系，他们已经搬到了强大的水平的基础上明确，真正相互依存的关系。在本质上，他们提出了自我执行的整合和协作，因此有必要让各组合作，以实现其自身利益。
开发的多维视角和能力并不意味着产品功能和地域管理必须有同一级别的所有关键决策上的影响力。不同的活动，不同的群体有不同的角色，这些角色可能会不时改变。以灵活的方式来管理这些方方面面的能力是一家跨国公司的标志。
良好的谈判和个人具有良好的管理能力和谈判能力，跨文化和跨边界开始做生意。管理者不能在国际市场富有成效的谈判，如果他们不拥有重要的谈判能力和技巧。经理不能协商成功，如果他们忽视了这些国家的文化，信仰和仪式。文化，信仰和仪式的差异，建立有效的谈判过程中的困难。因此，管理者需要了解这些国家的文化和传统的差异，一个由以有效地进行成功的谈判和管理能够跨越文化和国界。
同样重要的是要了解，因为我们的传统和文化差异，个人不认为，判断，行为，感知，原因一样。因此，取决于谈判的风格，他们应该学会适应这些国家的文化不同，他们打算做生意。精明的谈判鼓励empathically的接受和适应这些传统和文化的缘故利润。
