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Dynamic Decision-Making: A Cross-Cultural Comparison of U.S. and Peruvian Export Managers

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  • R Scott Marshall

    (Portland State University)

  • David M Boush

    (University of Oregon)

Abstract

Export managers from the U.S. and Peru completed a survey designed to measure cooperative decisions during a sequence of three simulated interactions with business partners. During the initial stage of the relationship the decisions of Peruvian export managers reflect less trust than do those of their U.S. counterparts. During the second stage Peruvian exporters respond differently to weak cheating. Results generally are consistent with cultural differences in attitudes toward in-group v. out-group members. However, the influence of cultural differences gradually erodes in favor of personal characteristics and relationship-specific history, suggesting that cultural differences between business partners decline in importance as they get to know each other.© 2001 JIBS. Journal of International Business Studies (2001) 32, 873–893

Suggested Citation

  • R Scott Marshall & David M Boush, 2001. "Dynamic Decision-Making: A Cross-Cultural Comparison of U.S. and Peruvian Export Managers," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 32(4), pages 873-893, December.
    • Handle: RePEc:pal:jintbs:v:32:y:2001:i:4:p:873-893
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    Cited by:

    1. Buckley, Peter J. & Cross, Adam & De Mattos, Claudio, 2015. "The principle of congruity in the analysis of international business cooperation," International Business Review, Elsevier, vol. 24(6), pages 1048-1060.
    2. Arslan Rafi & Sharjeel Saqib & Ali Iftikhar Choudhary & Syed Azeem Akhtar, 2012. "Exploring the Purchasing Motives of Young Pakistani Consumers for Foreign Brands," Information Management and Business Review, AMH International, vol. 4(3), pages 136-144.

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