The need for consensus affect the negotiating strategy. Moreover, in a cross-border negotiation the people who decide can vary.
An interpretation of the information and knowledge lets you design a strategy to deal with the obstacles that you have anticipated. Of coursework, there is another, evenly treasonable aspect to cross-border negotiation that is the ways and means in which people from different regions come to an agreement and the processes that are involved in negotiations.
This is not a problem limited to less-developed countries. Those negotiations that might otherwise have failed because people ignored or underestimated powerful disparities in process will, in the end, yield a meaningful yes.
For example, one foreign would-be acquirer of a German company first approached the supervisory board and obtained agreement in principle to go forward.
Hurlock: Near the time of the collapse of the Soviet Union, California-based venture capital firm Sierra Ventures was negotiating with the director of the Institute for Protein Research in Russia, hoping to get the rights to an apparently revolutionary biotechnology process.
Outsiders need to understand these webs and factor them into their negotiating approach. Since consensus processes often go hand-in-hand with near-inexhaustible demands for information, you should be prepared to provide it.
The lists go on and on and can certainly help you avoid mistakes.