Estilos, comportamentos e práticas de influência dos negociadores do Rio de Janeiro

The purpose of this study is to research the negotiators characteristics living at Rio de Janeiro Metropolitan Region, as well as to analyze the perception they have about the importance of the some factors in the negotiation process namely: influence styles, behavior and practices. Another objective is to identify the negotiator¿s characteristics related to regional culture. In order to achieve those objectives, data were collected, through exploratory and descriptive research, in the Metropolitan Region. The studies identifies the specific characteristics of Rio de Janeito negotiators and includes a critical analysis of their influence styles, behavior and practices. A Questionary was applied on the basis of repeated feedback from respondents and factor analyses of various sets of behaviorally based statements. A sample for the version of the Self-Questionary consists of 100 individuals involved in negotiations. For the Other-Questionary, there are 193 groups of respondents. The results indicated that the Questionary is quite consistent with the a priory influence styles, behavior and practices model. The results also indicated that the Rio de Janeiro negotiators use more frequentely pull styles, than push or avoiding styles.

World Cup sets US live streaming record

The world cup has become the most streamed live sporting event in the US, as Americans tune in to this year´s tournament on their smartphones, tablets and computers in record numbers.

The analysis of foreign market entry strategies on the basis of different cultural backgrounds and environments: a qualitative study characterising the differences and similarities of Brazilian and European firms

Moving into a new and foreign market can be challenging, especially when such market has a different culture and working environment in comparison to the home market. Thus, it is of utter importance to adjust a company’s strategy to the new market conditions. Currently, there are no concrete guidelines of what aspects are most important when moving from a developing market such as Brazil into a more sophisticated market like Europe, or vice versa. The present study will examine two companies from the same industry, but with different cultural backgrounds and its strategic similarities and differences for operating in multiple international markets. The data was collected via semi-structured interviews with the Chief Executive Officers (CEOs’) from both companies, using an interview guideline that is based on three different theoretical frameworks. The aim is to give recommendations to these two industries of how to efficiently use existing theoretical frameworks and which aspects are most significant when moving into a new market while keeping in mind a company’s size and background.