The team will set up its command center, analyze the situation, and set priorities.
The team also can establish the necessary contacts with the national and local
law enforcement authorities to insure local cooperation, logistical support, and
decisions that meet the country's legal requirements pertaining to ransom or
extortion payments and intracountry currency restrictions. The host government's
policy may prohibit ransom payments or the importation or exportation of large
sums of money.
The responsibility of a proper response to a kidnapping is equally shared
between the terrorist management team and the victim. The team must do anything in its power to insure the safe release of the victim, but the victim, in turn,
must draw on his earlier training as to personal behavior in a kidnap situation.
It is suggested that the team structure a negotiating climate that is closer to the
collective bargaining model, in which the mixed tactics of coercion and cooperation are used.
15 Since trust is a prime ingredient of the negotiating process,
it should be thoughtfully cultivated by the team and the hostage. Minimal concessions to the terrorists should be made to extend the negotiations, to reduce the
competitive aspects, and to build a more cooperative relationship. The more
trust between the negotiators and the longer the time span of the negotiations,
the higher the likelihood of a successful outcome.
Joseph V. Miscallef, "Political Risk Assessment," Columbia Journal of World
Business 16 ( January 1981): 47.
Laurent L. Jacque, "Management of Foreign Exchange Risk: A Review
Article," Journal of International Business Studies, Spring-Summer 1981, 81-101.
Examples of involuntary divestiture by U.S. companies are the Coca-Cola Company and IBM in India and United Fruit in Latin America. Under the Foreign Exchange
Regulation Act of 1973 (FERA), the government of India required all foreign-owned
subsidiaries operating in India to reduce the proportion of ownership held in foreign hands
to 40 percent or below. Coca Cola and IBM decided not to accept shared ownership, and
both companies withdrew from India in 1977. The United Fruit Company was forced to
divest itself of its landholdings and banana-growing activities in Costa Rica. The company
continued in the banana business by concentrating on its marketing and transportation
Webster's New Collegiate Dictionary, 1976, s. v. "terrorism."
Rod Willis, "Corporations vs. Terrorism," Management Review, November 1986,
Brian Duffy, "Iran's Agents of Terror," U.S. News and World Report, March
6, 1989, 20-25.
This section is from
Robert J. Kühne and
Robert F. Schmitt, "The Terrorist Threat
to Corporate Executives," Business Horizons, December 1979, 78-79.
Richard Clutterback, Living with Terrorism ( London: Faber and Faber, 1975), 28- 30.
For an in-depth analysis of the terrorist philosophy, see
Anthony Burton, Urban
Terrorism ( New York: Free Press, 1975), chapter 12.