Negotiating with Managers from Israel

Diana Bank Weinberg
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Diana Bank Weinberg: Berlin School for Economics and Law (BSEL)

Chapter 10 in The Palgrave Handbook of Cross-Cultural Business Negotiation, 2019, pp 219-240 from Springer

Abstract: Abstract From the desert sands to the start-ups of the Israeli Silicon Valley, the new Israeli has made the land flourish, physically and economically, into one of the most important high-tech nations in the world, combining civilian ingenuity with spillovers from the military’s technological prowess. The new Israelis have become fluid, transnational, and hybrid people (Gold, The Israeli Diaspora, Routledge, 2002), “Jewish Argonauts,” in the words of Saxenian (The New Argonauts. Regional Advantage in a Global Economy, Harvard University Press, 2007). They come and go, they live abroad, travel, and do business all over the world, preferring to do so in the US, China, or Europe. Full of audacity and an “I know best” attitude, the Israeli’s rough and impatient negotiating skills have sealed billions of dollars in deals and have cemented Israel’s role as a world leader in twenty-first-century business and technology.

Keywords: Israeli cultural dimensions; Negotiating in Israel; Sabra; Start-ups in Israel; Ultra-Orthodox and Arab subcultures (search for similar items in EconPapers)
Date: 2019
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DOI: 10.1007/978-3-030-00277-0_10

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