1、論文題目：Influences of Different Cultures on International Business Negotiation ContentsAbstract(English)1Abstract(Chinese)2Introduction3Different cultures5 Definition of culture5 Cultural differences6International business negotiation73.1 General Introduction of Negotiation73.2 Definition of internatio

2、nal business negotiation83.3 General process of negotiation94. Influences of different cultures on international business negotiation9 4.1 High-context and Low-context communication9 4.2 Individualism versus collectivism11 4.3 Results versus relationships12 4.4 Time orientation145. Achieving effecti

3、ve negotiations Through effective negotiation strategies186. Conclusion23Works Cited25 Abstract With the constant development of the economic globalization, business cooperation between companies is dramatically increased. Negotiators from different countries come together and discuss their common a

4、nd conflicting interests: meanwhile, they bring different cultures to the negotiating table. Culture is one of the factors that have important impacts on international business negotiation. Culture forges values and religious belief that define ones thinking and behavior. Therefore, negotiators with

5、 different cultural backgrounds employ different negotiating strategies. Cultural differences will certainly result in cultural factors. Thus, to negotiate effectively, negotiators should have a good understanding of culture and cultural differences. More importantly, they should know how negotiatio

6、n is affected by culture. In doing so, negotiators can predict the process and adjust strategies in order to reach a satisfactory agreement. Therefore, the research on how culture influences negotiation is in the need of social developing, and is of practical significance.Key words: Influences, Diff

7、erent Cultures, International Business Negotiation.內(nèi)容摘要隨著經(jīng)濟(jì)全球化的不斷進(jìn)展，各公司之間的商業(yè)合作的機(jī)會(huì)急劇增加。不同國(guó)家的談判者在同一張談判桌上就共同和沖突的利益進(jìn)行協(xié)商。同時(shí)，他們也帶來了不同的文化。文化是阻礙國(guó)際商務(wù)談判的重要因素之一。文化決定人的價(jià)值觀、宗教信仰，從而阻礙人的思想和行為。因此，不同文化背景的談判者運(yùn)用不同的方式、策略進(jìn)行談判。文化的差異必定會(huì)引起文化沖突，談判的成功與否大多能夠用文化因素來解釋。因此，要想取得有效地談判，談判者不僅要了解對(duì)手的文化及與己的文化差異，更重要的是應(yīng)該了解文化因素如何阻礙談判。如此，有助

8、于談判者預(yù)見談判的進(jìn)程，及時(shí)調(diào)整談判策略，最終達(dá)成圓滿的協(xié)議?？梢?，這一課題的研究順應(yīng)時(shí)代的進(jìn)展，具有積極的現(xiàn)實(shí)意義。關(guān)鍵詞：阻礙；不同文化；國(guó)際商務(wù)談判。IntroductionAs international negotiation increasingly involves cultural factors, the relationship between culture and negotiation has attracted more and more academic attention. Research on international negotiation concer

9、ning cultural variables has developed only several decades, and is still largely expected in the future .In 1976,scholars,like Deshler, Sato, Clapp carried out a research on the different outcomes of a series of the U.S-Japanese negotiations resulted from cultural differences. Then in 1980, it is Fi

10、sher who worked out the theory from practice. He argued, “The greater the cultural differences, the more likely barriers to communication and misunderstandings become.”(Hendon et al x) After that, some scholars in 1990s made further exploration on the of culture in international negotiations exclusi

11、vely from the cross-cultural perspective. In this thesis, attention is focused on influences of different cultures on international business negotiations. And the Sino-American business negotiation cases are mainly selected. The negotiating styles of the United States and China, to a large extent, r

12、epresent that of most negotiators from the world. Meanwhile, these two cultures are quite different, or even opposing. For example, Americans value individualism while Chinese emphasize collectivism. Americans negotiate a contract while the latter negotiate a relationship.Over two-thirds of U.S-Chin

13、ese negotiation efforts fail though both sides want to reach a successful business agreement. In fact, the member holds true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than an economical or legal nature, besides, with Chinas entry into

14、WTO, China is becoming more and more important in todays economic field. China is the country with a long history in which a very important religious belief Confucianism originated. It is typical representative of Oriental Culture. It is my intent, in this thesis, to present an exploration on the re

15、lationship between culture and negotiation across borders. In addition, I will give some recommendation to the negotiators who need to deal with people from other cultures. In todays global environment, only those negotiators who fully understand the opponents culture and cultural effects on negotia

16、tion can be successful in international negotiations.Different culturesDefinition of CultureAs we all know, culture is not a new but rather complex topic, which has been heatedly discussed in the past decades. There are more than 160 definitions given in the anthropology literature and the term cult

17、ure has been defined in many ways. We can say that culture can include language, arts, morals, beliefs, custom and even everything in our life.In this thesis, culture is defined as “a set of learned and enduring values, beliefs, knowledge, standards, laws and behaviors shared by a group of members a

18、nd determines how the member acts, feels and views oneself and others”. A societys or a nations culture is passed on from generation to generation and people learn culture in everyday life by communicating with their family members and those around them. Culture directs peoples judgment and opinion,

19、 and the standards for what is right or wrong. And very often, the people of a certain culture tend to act according to values, beliefs, customs and standards provided by their culture, which will usually ,manifest itself in how an individual view space, time, responds to others, communicates, does

20、business, negotiates a contract or deals with a potential trade partner. So, to have a good understanding of your business partners culture can help predict your business partners behavior and develop sound strategies for deal-making and negotiations.Cultural Differences With the globalization of ec

21、onomy, as well as the fast progressing of transportation and communication means, the way of doing business has been changed a lot and businessmen are given much more opportunities to touch various cultures than ever before. When transacting business in some foreign countries, Americans tend to empl

22、oy what they consider professional behavior. Unfortunately, they are often given blank stares, pretended half-smiles. They are perceived as aggressive and insensitive to another culture, which is resulted from cultural difference. No country is completely self-sufficient and can develop itself witho

23、ut any connection to others. Many companies have their subsidiaries abroad and foreign products can be found in their home market. Today, many businessmen often find them working in a multi-cultural environment, dealing with a great number of differences ranging from communicating styles to social e

24、tiquette to values. It has been a well-know fact that people across nations and cultures behave and believe differently. Members of different cultures look differently at the world around them. Some believe that the physical world is real. Others believe that it is just an illusion. Some believe eve

25、rything around them is permanent while others say it is transient. Reality is not the same for all people. Nations and cultures differ in terms of how they perceive the specific object and phenomenon. For instance, age is highly respected in eastern countries especially in China and Japan, as it is

26、a sign of great wisdom. Young people are taught to respect the old when they are children. On the contrary, American encourage and promote those who are qualified and competent regardless of age and the young dont see the old in the same sense as Chinese and Japanese culture are characterized as col

27、lective.International Business Negotiation3.1 General Introduction of Negotiation Negotiation is a basic human activity that people do at some point everyday, to sort out differences with other people, or to get what they want. A housewife with a salesperson over the counter for the price of fruits,

28、 a girl with her parent for lifting the night curfew, a driver with a policeman for removing ticket over a traffic violation, a purchasing agent with a supplier for negotiation plays an important role in our daily life.What then is negotiation? A modern definition of negotiation is two or more parti

29、es with common and conflicting who enter into a process of interaction with the goal of reaching an agreement. Negotiation is a decision-making process that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a sett

30、lement. In belief, a negotiation is two or more parties striving to agree when their objectives do not coincide.3.2 Definition of International Business NegotiationNegotiation can be considered a special case of communication in which information is shared and common and complementary goals acceptab

31、le to both sides are searched. Parties at the negotiating table are highly interdependent. Their common interests are locked together. A buyer cannot survive without a seller. Namely, a win-win transaction is more related to negotiation of modern from different countries or regions negotiate in orde

32、r to achieve a certain economic goal and to clear up the relations between each others rights and obligations.General process of negotiationNegotiation process addresses how negotiation behavior changes over time as parties interact, In the international business negotiation studies, many scholars h

33、ave defined the negotiation process model. On the basis of previous research, the negotiation process presented in this thesis is divided into five different stages: preparation before negotiation, non-task sounding, task-related exchange of information, persuasion, concession and agreement.Influenc

34、es of Different Cultures on International Business NegotiationHigh-context and Low-context communicationIn high-context cultures (Chinese). People prefer to communicate allusively rather than directly. Meaning is embedded in the message and must be inferred to be understood. Directness and blunt exp

35、ressions are much disliked. Truth is not needed when a lie avoid unpleasantness.In low-context communication, people tend to speak directly and explicitly. Everything is needed to state and meaning is on the surface of the message. Information is explicit while indirectness is not welcomed.Differenc

36、e between high-context and low-context communication styles can produce difficulty and misunderstanding when negotiators are from these two kinds of cultures. For example:George Hall, an American business in Beijing attending a trade fair was looking for all opportunity to do business in China. His

37、first day was going well. On the second day he approached the company which he felt would be most responsive to his products. He introduced himself to the general manager, Mr. Li. Since he read that Chinese find getting down to business immediately is too abrupt and impossible, he began a casual con

38、versation, eventually leading up to the topic of products and suggesting how Mr.Lis company might benefit from using them. Grorge then suggested that he could arrange to get together with Mr.Li and provide more specifics and documentation on his products. Mr.Li responded in fairly good English,” Tha

39、t would be interesting,” Knowing that he had only a few days left in Beijing, George wanted to nail down a time “When can we meet ?” asked George. “ Ah, this week is very busy,” replied Mr. Li. “It sure is,” said George, “How about 10 oclock ? Meet you here.” “Tomorrow at 10 oclock?” asked Mr.Li. th

40、oughtfully. “Right.” Said George. “Ill see you then？Hmm.Yes, why dont you come by tomorrow.” Was the reply. “OK.” Responded George, “It was nice meeting you.” The next day at 10 oclock he approached Mr.Lis companys exhibit only to find that Mr.Li had some important business and was not able to meet

41、with George. He called back later in the day and was told that Mr.Li was not available.Individualism versus CollectivismIn individualistic culture, individuals are expected to take care of themselves and to value their needs over that of the collective-the group, community and duties are defined by

42、laws. Society regards individual achievements and legal institution protects individual rights. Task is put before relationship.Individualistic culture, such as USA, is more self-centered and emphasize mostly on their individual goals. People from individual cultures prefer clarity in their communic

43、ation and they tend to communicate efficient in a direct way. In business communication, they try to improve strengthen the connection with their counterparts not for establishing a long-term relationship but to gain more benefits.Collectivism emphasizes common interests, cooperation and interdepend

44、ence. Relationships are based on mutual self-interests. Maintaining harmony within groups is obtained at all cost.Collectivist cultures in Asia like China, regard other companies with less collectivistic philosophy as cold and not sustainable. Collectivistic cultures have a great emphasis on groups

45、and take the terms of “we”. In a company of collectivistic culture, harmony and loyalty is regarded important and thought to be maintained. Besides, confrontation is considered to be avoided. It is regarded as impolite to disagree with somebody in public in China. If you dont agree with someone, you

46、 would choose a more personal atmosphere to do it for “saving his face”. Instead of saying “no” is not good for the harmony of a group. The relationships between employees and employers are based on trust and harmony. The wealth of the company and the group are more important than the individual one

47、.Results versus RelationshipsNegotiators from relationship-oriented culture place high value on friendly relationships and are not comfortable with a strong result-driven negotiation process. Business in China is not about doing business between organizations, but about doing business between people

48、. You have business when you have established an interpersonal relationship. Chinese negotiators will naturally take a people oriented approach toward negotiations; they do business with you, not with your company. Results, rather than relationships are paramount. American negotiators concern about

49、the price, quality and guarantees of the producing each other and then are eager to get down to the issue under negotiation directly. Lets look at a real story: An American team called Can wall, which is a wallpaper printing equipment manufacturer, went to Jiangsu to negotiate a sale with a new Chin

50、ese wallpaper production company. In the first two days when the representatives from the American company arrived in China, they were showed around some places for relaxation by representatives from the Chinese company. In the third day, the negotiation meetings began. But actually, the Chinese com

51、pany spent a lot of time talking about some issues unrelated to the sale. The American representatives didnt know why the Chinese company talked about so many things unrelated to business. This case is an example of communication failure. The Chinese company preferred to spend much time on establish

52、ing of relationship, whereas the American company tended to discuss the sale issues at the beginning of a negotiation. The Chinese were relationship oriented, while the Americans were result oriented. In the negotiation, the Chinese company tended to establish a good relationship at the cost of time

53、. The American company tended to establish a good relationship at the cost of time, The American company tended to achieve the goal of a task despite rather than spent a long time establishing relationship.Time OrientationMany in the West, especially Americans are driven by the clock. They live by s

54、chedules and deadlines and thrive on being punctual for meeting and efficient in doing business. American negotiators are known for their speed and strive for getting through the content of the negotiation as efficiently as possible. Americans usually arrive five minutes earlier for a business negot

55、iation and begin their business at the appointed time. They always seem to be in a hurry and under pressure for results. Due to the deadlines set by their leader, American negotiators tend to give away more than it should be just in order to finish the task on time and move on to the next item. So,

56、it is easy for them perceptions in nature. In the Asian countries, like China, people have different view on time from that of the United States. Time is not money but a weapon. To many Asian negotiators, how much time is required to closed a task is not as important as the job itself. Producing an

57、agreement in a short time may be one of the least concerns in negotiation, the Chinese generally believe that enough time should be invested into building warm relationship before really staring the issue under negotiation. They view time as endless and they are long-time oriented. They are patient

58、and do not run for the deadlines. So, Chinese negotiators seldom make concession until the last minute of negotiation. Very often, it takes more time to closed a negotiation in Asian countries than that is done in the west. There is an example:The sales manager of WCG, an American high-technology se

59、rvice company was in China to present new process-control software to an electronics company in Tianjin and conveys some particulars of the “new product options” to his potential customer. Introductions were made. The talk began with the usual “How do you like Tianjin?” questions. They also talked a

60、bout the flight from the U.S. After about five minutes of this chatting, the American quite conspicuously looked at his watch, and then asked the Chinese manager of the Tianjin Company what he knew about the companys new service. “A little,” answered the Chinese. The American quickly took out a broc