PAGE1中國某某某某學(xué)校學(xué)生畢業(yè)設(shè)計(jì)(論文)題目：ImpactsofCulturalDifferencesonWest-EasternBusinessNegotiation姓名：0000000班級、學(xué)號：00000000系(部)：經(jīng)濟(jì)管理系專業(yè)：商務(wù)英語指導(dǎo)教師：00000開題時(shí)間：2009-4-10完成時(shí)間：2009-10-222009年10月22日PAGE24目錄畢業(yè)設(shè)計(jì)任務(wù)書…………………1畢業(yè)設(shè)計(jì)成績評定表……………2答辯申請書……………………3-5正文……………6-27答辯委員會表決意見……………28答辯過程記錄表…………………29課題ImpactsofCulturalDifferencesonWest-EasternBusinessNegotiation課題(論文)提綱0.引言1.文化和文化差異1.1文化的定義1.2文化差異極其根源2.文化差異對東西方商務(wù)談判的影響2.1不同的交談風(fēng)格2.2無目的性的談判2.3決策機(jī)制3.總結(jié)二、內(nèi)容摘要當(dāng)今世界正處于一個(gè)全球經(jīng)濟(jì)一體化加速發(fā)展的時(shí)代。各國間的經(jīng)濟(jì)聯(lián)系不斷加強(qiáng)，商務(wù)活動(dòng)日益頻繁。經(jīng)濟(jì)上的相互依賴大大促進(jìn)了各國公司的合作。合作的成功與否很大程度上取決于能否達(dá)成圓滿的協(xié)議。要達(dá)成協(xié)議，雙方必須進(jìn)行協(xié)商、談判。談判是商業(yè)領(lǐng)域里非常頻繁而重要的一項(xiàng)活動(dòng)，是雙方或多方為了達(dá)成互利的協(xié)議而就共同和沖突的利益進(jìn)行討論、磋商的一個(gè)過程。同時(shí)，他們也帶來了不同的文化。文化決定人的價(jià)值觀、宗教信仰，從而影響人的思想和行為。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。要想取得有效的談判，談判者不僅要了解對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影響談判。這樣，有助于談判者預(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。參考文獻(xiàn)[1]DonaldW.Hendon,RebeccaAngelesHendon&PaulHerbig.Cross-culturalBusinessNegotiation[M].London:QuorumBooks.1996.[2]GuyOlivierFaure&JeffreyZ.Rubin.CultureandNegotiation:TheResolutionofWaterDisputes[M].UNESCO.2001.[3]LarryA.Samovar,RichardE.Porter&LisaA.Stefani.CommunicationbetweenCultures(3rdEd)[M].Beijing:ForeignLanguageTeachingandResearchPress.2003.[4]LillianH.Chaney&JeanetteS.Martin.InternationalBusinessCommunication.[M].NewJersey:PrenticeHallCareerandTechnologyEnglewoodCliffs.1995.[5]RaymondCohen.NegotiatingacrossCulturesInternationalCommunicationinanInterdependentWorld[M].Washington.D.C.:Instituteof[6].賈玉新.跨文化交際[M],上海：上海外語教育出版社,2002[7].林大津，跨文化交際研究—與英美人交往指南[M]，福建：福建人民出版社,1996ImpactsofCulturalDifferencesonWest-EasternBusinessNegotiation000000Abstract:Today,theworldisfastdevelopingintheageofrapideconomicglobalizing.Businesscontactsamongnationsaregettingmoreandmoreclose,andhavebroughtmoreandmoreopportunitiestocommercialactivities.Thesuccessfulbusinesscorporation,toagreatextent,dependsonachievingthemutuallybeneficialagreement.Toreachanagreement,twopartiesneedtonegotiate.Negotiation,averycommonandimportantactivityinthebusinessworld,canbeunderstoodasaprocessinwhichtwoormorepartiescometogethertodiscusscommonandconflictinginterestsinordertoreachanagreementofmutualbenefit.Meanwhile,theybringdifferentculturestothenegotiatingtable.Cultureforgesvaluesandreligiousbeliefthatdefineone’sthinkingandbehavior.Therefore,negotiatorswithdifferentculturalbackgroundsemploydifferentnegotiatingstrategies.Thus,tonegotiateeffectively,negotiatorsshouldhaveagoodunderstandingofcultureandculturaldifferences.Moreimportantly,theyshouldknowhownegotiationisaffectedbyculture.Indoingso,negotiatorscanpredicttheprocessandadjuststrategiesinordertoreachasatisfactoryagreement.Keywords:West-easternculture;Culturaldifferences;Businessnegotiation;Impacts0.IntroductionModernsocietywithitsadvancedtechnologyhasbroughtbusinessmenconsiderablycloserandmoreopportunitiesfordoingbusinesswitheachother.PeopleinEasterncountrieswatchthemoviesproducedbytheWest;whiletheWesternconsumerswearclothesmadeintheEasterncountries.Theenhancedglobalizationofeconomynecessitatesanincreaseintransactionsacrossborders.Asaconsequence,opportunitiesforinternationalbusinessnegotiationareonthedramaticincrease.Internationalnegotiationinvolvespeoplefromdifferentcountrieswhodiscusscommonandconflictinginterestsforarrivingatanagreementofmutualbenefit.Negotiatorsfromdifferentcountriesconductbusinessindifferentways,whichareinfluencedbytheirgivencultures.Cultureforgespeople’svalues,beliefs,andguidespeople’sbehaviors.Thus,internationalnegotiatorstendtoactaccordingtotheirownvaluesshapedbyculture.Negotiatorsfromdifferentculturespreferdifferentapproachestonegotiate.So,thereisaclosedlinkbetweennegotiationandculture.Negotiatingindomesticcultureiseasierbecausethetwosidesarerelativelyfamiliarwitheachother’sculturalbackground,butitisnotthecaseforinternationalnegotiations.Internationalnegotiatorsbringalongtheirownculturetothetable.Differentcultureswillsurelyresultinvariousnegotiatingstyles,forculturehasagreatimpactonbusinessnegotiations.Whenthetwopartiesatthenegotiatingtablepursuetheirowninterestsrespectively,problemsoftencropupandthepotentialformisunderstandingeachotherisgreat.Discussionsarefrequentlyhinderedbecauseofdifferentcommunicationstyles.Eventhoughnegotiatorsaretechnologicallywellprepared,itisnotsoeasytoreachasatisfactoryagreementbetweennegotiatorsacrosscultures.Negotiationscanbeeasilybrokendownduetoalackofmutualunderstandingofthecultures.Therefore,learningtheopponent’scultureandhavingagoodunderstandingofhowculturaldifferencesaffectnegotiationwillbecriticallyimportantifonewantstosucceedincross-culturalnegotiations.Itismyintent,inthisthesis,topresentanexplorationontherelationshipbetweencultureandnegotiation,andtoprovidespecificexamplesonhowculturaldifferencesaffectnegotiationacrossborders.Inaddition,Iwillgivesomerecommendationstothenegotiatorswhoneedtodealwithpeoplefromothercultures.Intoday’sglobalenvironment,onlythosenegotiatorswhofullyunderstandtheopponents’cultureandculturaleffectsonnegotiationcanbesuccessfulininternationalnegotiations.1.CultureandCulturalDifferences1.1DefinitionofCultureAsweallknow,cultureisnotanewbutrathercomplextopic,whichhasbeenheatedlydiscussedinthepastdecades.Therearemorethan160definitionsgivenintheanthropologyliteratureandthetermculturehasbeendefinedinmanyways.Wecansaythatculturecanincludelanguage,arts,morals,beliefs,customandeveneverythinginourlife.Inthisthesis,cultureisdefinedas“asetoflearnedandenduringvalues,beliefs,knowledge,standards,lawsandbehaviorssharedbyagroupofmembersanddetermineshowthememberacts,feelsandviewsoneselfandothers”.Asociety’soranation’scultureispassedonfromgenerationtogenerationandpeoplelearncultureineverydaylifebycommunicatingwiththeirfamilymembersandthosearoundthem.Culturedirectspeople’sjudgmentandopinion,andthestandardsforwhatisrightorwrong.Andveryoften,thepeopleofacertainculturetendtoactaccordingtovalues,beliefs,customsandstandardsprovidedbytheirculture,whichwillusuallymanifestitselfinhowanindividualviewspace,time,respondstoothers,communicates,doesbusiness,negotiatesacontractordealswithapotentialtradepartner.So,tohaveagoodunderstandingofyourbusinesspartner’sculturecanhelppredictyourbusinesspartner’sbehavioranddevelopsoundstrategiesfordeal-makingandnegotiations.1.2CulturalDifferencesandTheirRootsWiththeglobalizationofeconomy,aswellasthefastprogressingoftransportationandcommunicationmeans,thewayofdoingbusinesshasbeenchangedalotandbusinessmenaregivenmuchmoreopportunitiestotouchvariousculturesthaneverbefore.Whentransactingbusinessinsomeforeigncountries,Americanstendtoemploywhattheyconsiderprofessionalbehavior.Unfortunately,theyareoftengivenblankstares,pretendedhalf-smiles.Theyareperceivedasaggressiveandinsensitivetoanotherculture,whichisresultedfromculturaldifference.Nocountryiscompletelyself-sufficientandcandevelopitselfwithoutanyconnectiontoothers.Manycompanieshavetheirsubsidiariesabroadandforeignproductscanbefoundintheirhomemarket.Today,manybusinessmenoftenfindthemworkinginamulti-culturalenvironment,dealingwithagreatnumberofdifferencesrangingfromcommunicatingstylestosocialetiquettetovalues.Ithasbeenawell-knownfactthatpeopleacrossnationsandculturesbehaveandbelievedifferently.Membersofdifferentcultureslookdifferentlyattheworldaroundthem.Somebelievethatthephysicalworldisreal.Othersbelievethatitisjustanillusion.Somebelieveeverythingaroundthemispermanentwhileotherssayitistransient.Realityisnotthesameforallpeople.Nationsandculturesdifferintermsofhowtheyperceivethespecificobjectandphenomenon.Forinstance,forthewhiteflower,mostAsiansrespondnegativelybecauseitisrelatedtomourningdeathwhileAmericanbridesholditinhandsonthehappyweddings.ConsideredverysacredcropinJapan,riceshouldn’tbecookedwithotherfoodwhilethisdoesn’tmakesensetomostwesterners.AgeishighlyrespectedineasterncountriesespeciallyinChinaandJapan,asitisasignofgreatwisdom.Youngpeoplearetaughttorespecttheoldwhentheyarechildren.Onthecontrary,Americansencourageandpromotethosewhoarequalifiedandcompetentregardlessofageandtheyoungdon’tseetheoldinthesamesenseasChineseandJapanesedo.Americancultureisfoundedtobeindividualistic,whereasChinesecultureandJapaneseculturearecharacterizedascollective.Intheparagraphsabove,wehavetalkedsomethingaboutculturedifferences,butitisfarfromenoughtoonlyknowwhichhandusedtoacceptagiftorhowmuchtimeyoushouldspendinthebeginningstageofabusinessnegotiation.Tobetterunderstandthecomplexmatter“culture”,moreimportant,weshouldknowthesourcesofculturalvariation,orthedeeprootswecalled.Whyculturesdifferinperceivingtheworld?Whydosomeculturesworshipindividualismwhileotherculturesvaluecollectiveness?Whydomembersofsomeculturesemphasizedirectverbalcommunication,whereasotherspreferindirectnessandevensilence?Whysomerespectoldagewhileotherencourageyouth?Tosolvethesequestions,weneedtoexploretherootsofwesternculturerepresentedbytheUnitedStatesandeasternculturetypicallyfoundedinJapanandChina.Whatmotivatetheseculturaldifferences?Thereareseveralpointstobeexplainedintheperspectiveofreligion,philosophy,andhistory.Forthereligion,Christianityshouldcomefirstasitisadominantreligionofaboutabillionpeoplearoundthewholeworld.“InUnitedStates,itisestimatedthat86%percentofthepopulationisChristian.”TheAmericanconceptofthecorevalue“individualism”canbelinkedwithChristianity.Whereas,foreasternculture,ConfucianismisafundamentalphilosophicthoughtthathasshapednotonlyChineseculturebutalsoEastAsianthoughtpatternfor2,500years.AccordingtoConfucian,agentlemanmustkeephiswordandbesinceretohisfriends.So,inChineseculture,trustispreeminentlyvalued.Chinesedobusinessonlywiththosetheytrust.FamilyistherootofChinesesociety,aChinesebelongstothefamilyratherthanhimself.ThisiswhyChinesecultureisconsideredtypicallyascollectiveorgrouporientation.Individualismhasnegativemeanings.AbasictenetofConfucianismisharmony.Itstressesmaintainingharmonyinallrelationshipsbycontrollingemotion,avoidingconflictandcompetition,savingface,andsoforth.AllthesehaveshapedthecorevaluesinChineseculture,andJapanisthenationinfluencedbyConfucianismdeeply.Theexplorationoftheculturalrootscannotbecompletedifnotinvolvinghistory.Theinfluenceofhistoryonshapingpeople’sthoughtandbehaviorisevident.HistoricaleventsandgiantsoftheUnitedStatesteachyounggenerationthateverythingispossibleifyouworkhard.BenjaminFranklinofferedagoodexample.Inaddition,Americanhistoryisfullofwars.Throughseveralgreatwars,thenationwasfoundedultimately,whichdoubtlesslyforgedthecompetitiveawarenessofAmericans.Andthosefrontiers’heroicbehaviorisanothersourceoftheimportanceofindividualism.ComparedtoAmerica,ChinaandJapanbothareconservativeandisolatedcountries.Formerly,agriculturedependedonsmallfamiliesandpeasantslivedontheland.Theyhadtoknowhowtoworkandlivetogether.Thus,cooperativeeffortsovercenturiescontributealottothecollectivenessandgrouporientation.Atthemomentthepartofcultureisconcluded,hereagain,Iwanttostressthatcultureissignificantininternationalbusinessinteraction.Thestudyofcultureisindispensabletothestudyofculturalimpactsonnegotiation.Weshouldknownotonlywhatcultureis,butalsotheculturaldifferencesandtheirroots.2.ImpactsofCulturalDifferencesonWest-EasternBusinessNegotiations2.1DifferentCommunicationStyleThesourcesofdifficultiesininternationalnegotiationsarediverse,butamostcommononeisduetotheproblemsofcommunication.Discussionsbetweentwonegotiatorstendtobemoredifficultandcomplexwhentheyinvolvepersonswithdifferentcultures.Americanculturereliesondirect,explicitcommunication,whileJapanesecultureprefersindirect,implicitstyle.Thewaypeoplecommunicate,includingverbalandnon-verballanguagedirectlyaffectsbusinessnegotiationsacrosscultures.Awell-knownstudyofthisphenomenonistheconceptoflow-contextandhigh-contextcommunicationpostulatedbytheanthropologistEdwardHall:Ahigh-context(HC)communicationormessageisoneinwhichmostoftheinformationiseitherinthephysicalcontextorinternalizedintheperson,whileverylittleisinthecoded,explicit,transmittedpartofthemessage.Alow-context(LC)communicationisjusttheopposite;i.e.,themassofthemessageisvestedintheexplicitcode.Inhigh-contextcultures(Japanese,Chinese),peopleprefertocommunicateallusivelyratherthandirectly.Meaningisembeddedinthemessageandmustbeinferredtobeunderstood.Directnessandbluntexpressionsaremuchdisliked.Truthisnotneededwhenaliecanavoidunpleasantness.High-contextspeakersaremorepronetounderstandnon-verbalimplicationsthanthoseinlow-contextJapaneseandChinesebelieveinwhatwordsfailtoconveycanbetoldthroughgesture,bodymovement,andevensilence.JapaneseandChinesearehighlyuncomfortablewithdirectconflict.Theytalkaroundit,orgiveindirecthintsthattheydisagree.Theyhardlysay“no”directly.JapaneseandChinesenegotiatorstendtocommunicatewithlesseyecontact,fewernegativeexpressions,andmoreperiodofsilence.Allthesepropensitiesareassociatedwiththerequirementsofmaintainingfaceandgroupharmony.Thelow-contextcommunication,exemplifiedbytheUnitedStates,reservesquiteadifferentroleforlanguage.“Thesqueakywheelgetsthegrease”,thepopularsayingexplainsthatintheUnitedStates,peopleareencouragedto“speakup”andmakesuretheirviewsareheard.Inlow-contextcommunication,peopletendtospeakdirectlyandexplicitly.Everythingisneededtostateandmeaningisonthesurfaceofthemessage.Informationisexplicitwhileindirectnessisnotwelcomed.“Straight-from-the-shoulder”talkisadmired.“Gettothepoint”istheheartfeltreactiontosmalltalkandevasiveformulation.Refutationispaidlittleattentionto.AmericansareconsiderablyuncomfortablewithsilenceinthenegotiationwithJapanese.Adirect,clearstyleofcommunicationisvaluedwhilevaguenessisnotwellregarded.Americanculturetendstobelow-context,inwhichamuchportionofinformation-processingcomesfromdetail-orientedspokenword.Differencebetweenhigh-contextandlow-contextcommunicationstylescanproducedifficultyandmisunderstandingwhennegotiatorsarefromthesetwokindsofcultures.Forexample,negotiatorsinlow-contextregardthoseinhigh-contextasinsincereandincrediblebecausetheirindirectnessandvaguenessdonotshowtheenthusiasmfordoingbusiness.Whilenegotiatorsinhigh-contextperceivetheircounterpartsasaggressiveandevenrudeduetotheirdirectness,suchproblemsarestillexpectedinincreaseandwillbeexplainedfurtherinthelaterpartconcerninghownegotiationisinfluenced.Doubtlessly,communicationcandirectlyaffectnegotiationsacrosscultures.2.2Non-taskSoundingofNegotiationThenon-tasksoundingstageinvolvesallactivitiesthatcanbedevotedtoestablishingrelationshipsbetweenthenegotiatingpartiesorgettingtoknoweachotherpersonally.Noissuesrelateddirectlytothedealundernegotiationaretouched.Despitethesamestageofthenegotiationprocess,thecontentanddurationofnon-tasksoundingdiffersubstantiallybetweenthewestandtheeast.Forinstance,JapaneseandAmericanshavequitedifferentnegotiatingstylesinnon-tasksounding.Asitishasbeenobservedinthepreviousdiscussion,interpersonalrelationshipisthecorevalueofConfucianism.Buildingharmoniousrelationshipisthefirststepindoingbusiness.Peopleinsuchacultureneverstartbusinesswithyoubeforetheyknowyouinterpersonally.Theydobusinesswithyou,notyourcompany.Whileintheculturewhichisoutcome-oriented,likeAmericans,theyprefertheshort-termbenefit,sorelationshipisnotpaidmuchattentionto.JapanesespendconsiderabletimeandexpenseonrelationbuildingwhilerelativelyshorterperiodsforAmericans.Innon-tasksoundingstage,sometimesitinvolvesgiftgiving,whichisquitepopularintypicalJapanesenegotiations.IfthenegotiationisheldinJapan,alargeofentertainmentexpensewillbecontributedtoestablishingaharmoniousrelationshipwithitscounterpart.WhiletoAmericanstandards,itmaybeawaste.Then,aseriesofsmalltalksotherthanbusinessatthenegotiatingtablefollows,e.g.weather,trip,sports,expressionsofgoodwillforthefuture,suchas“IsthisyourfirsttriptoJapan?”or“AreyouusedtotheweatherinJapan?”andthefriendlycommentsabouthistoryofeachother’scountry.Inthisfact-to-facestage,Japaneseputthegreatestemphasisonpoliteness,behavingproperlyandbeingcourteous.Whereas,Americansvalueinformalitymuchandtendtoexpressthemselvesdirectlyandfreely.Theylikejokesandbehavecausallybutthisdoesnotnecessarilymeanstheyarenotserioustothematterundernegotiation.ButAmericanwayoftalkingleisurelysometimescausesunpleasantnesstoJapanese,fortheythinkitalackofrespect.Usually,smalltalksinthisstagearejusttoshowfriendlinessorpolitenessformostAmericansbutmorethanthatforJapanese.TheJapanesemakeuseofthestagetosizeupitscounterpart:Canthispersonbetrusted?Howmuchpowerdoeshehaveinhisteam?Suchjudgmentsaremadeevenbeforethecontracttalksbegin.Ontheotherhand,allthesoundingtalksarelikelytobeclosedinfiveortenminutes,butthisisthetimeusuallyspentintheUnitedStates.ItisnotthecaseinJapanorChina,withaculturereliesmoreheavilyonpersonalrelationshipinbusiness.Ittakesmuchlonger.Bycontrast,Americansemphasizeimmediateissuesratherthanlong-termrelationships.Negotiatorsaretreatedasequals,sothereisnoneedtospendtoomuchtimeshowingrespectorcultivatingrelationship.Theyareinterestedingettingdowntodiscussingdetailassoonaspossible.SuchanapproachisconsideredtooaggressivetoJapaneseorChineseandmaycreateasenseofinsincerityJapaneseandChinesefeelveryuncomfortablewithAmericanurgencytogetdowntobusinesswhileAmericansthinktheirAsianpartnersaretime-consumingandeveninefficient.Differencesinthewaytoconductingnegotiatingprocessoftencauseproblemsculturallywhichismanifestedintheconversationbelow:Japanese:HaveyouvisitedTokyo?American:Wereallyhaven’thadanytimeyettoseeanything.Ithoughtwe’dopenwiththeletterofthetwenty-third.Japanese:Ok.American:DoyoumindifIsmoke?Japanese:Ok.American:Bytheway,I’mEd.ThisisWalter.Walter:Hi.American:Wemightaswellcalleachotherbyfirstnames.Japanese:Itwon’tbeeasytocallyoubyyourfirstnames.ThisisnotaJapanesecustom.Pleasecallusbyourlastnames.American:Isthereareasonforthat?It’snotaneasythingtoalwaysdothat.ThisexampleofaJapan-U.S.negotiationshowstheAmericangettingdowntobusinessassoonasintroductionsarefinished.AJapanesebeginswithapersonalquestion,butitisbrushedaside.InternationallyinexperiencedAmericansdealingwithJapaneseusuallyavoidpersonalconversationanddiveheadfirstintobusinessdiscussion.TheAmericanshereareculturallyunaware.Asaresulttheirchancesofgivingoffensecertainlyhindertheproceedingofnegotiation.2.3Decision-makingSystemWhennegotiatinginternationally,peopleofdifferentcountriesmayusedifferentapproachtomakedecisions.Knowingthesedifferenceswillbeproductivetopredictthereactionsoftheothersideanddevelopappropriatestrategies.Internaldecision-makingsystemsofnegotiationteamsareybroadlclassifiedasauthoritativeorconsensus.(Hendon&Herbig,1996:97)TheUnitedStatesdecision-makingtendstobeauthoritativewhiletheJapaneseorChineseoneischaracterizedbyconsensus.InnegotiationsAmericanteamleader,asapowerfulindividualmakesdecisionswithoutconcernforeverymemberofhisteam.InJapaneseorChineseconsensusstyle,decision-makingisacommunalactionrequiringunanimousapproval.Everyonemustbeconvinced.Decision-makingpowerdoesnotrestonlywiththekeyleaders,whodonothavetheauthoritytomakedecisionswithoutconsultingsuperior.IntheUnitedStats,“anythingispermittedunlessitisrestrictedbythestate.”WhileinJapanorChina“nothingispermittedunlessitisinitiatedbythestate.”Whatcausesthisdifferenceininternaldecision-makingstyle?—Itisculture.Orientalcultureisbynaturecollectivisticandhierarchical.Therearelayersofleadershipsfromlowgroupstoupgroups.Maintainingharmoniousrelationshipsarefundamentaltoanykindofactivities.Japanesenegotiatorsarecentralizedanddisciplined,avoidinganindividualdecisioninanysituation.Generallyspeaking,decision-makinginJapanisknownasbottom-upone.First,theJapanesenegotiatorstartswithdefiningproblemsandthenegotiatorswithlowerranksdraftaproposalafterachievingconsensuswithintheirowngroup.Iftheproposalisagreed,thedecisionwillbepassedupwardstothenegotiatorswithhigherranks.Sometimes,whenuncertaintyarises,theywillsuddenlyclaimthattheymustsubmittheissuetohigherauthority,whichmayprolongthenegotiationprocess.Untilthedecisionhasbeenapprovedbyalltheconcernedteammembersatdifferentlevelsofmanagement,theconsensusisbuiltandthespokesmanletstheothersideknowit.Thisconsensusdecision-makingisslow,consumingmuchtime.Ittakesalongway.Delaysofafewmonths,orevenyearsmayappearinthenegotiationwithJapanese.However,Japaneseconceptofdecision-makingisalientoAmericans,whosecultureisindividualisticAmericanshighlyvalueindividualrightsandequalitarianism.NegotiatorsrelativelyhavemoreauthoritythanJapanesecounterpart.Powerisdividedanddispersedpreciselyinordertoavoidanabsoluteandcentralizedauthority.Theteamleadermaybegiventheauthoritytomakedecisionswithoutconsultingthesuperior.ToAmericans,theultimategoalofnegotiationistoaccomplishthetask,sospecificissuesaredesignatedtoindividualnegotiatorwhoisgiventheauthoritytomakedecisionsintermsoftheissueheisresponsiblefor,butnotthematterofthewholegroup.Forexample,thelargetaskisdividedintoaserialofsmalltasks,suchasprice,packinganddelivery.Therearedifferentnegotiatorsinchargeofdifferenttasks.Thenegotiatorresponsiblefornegotiatingpricecanmakedecisionswithoutconsultingtheonewhotakescareofpackingissue.Thus,authoritativedecision-makingisfastandittakesashorterperiodthanthatofconsensussystem.Duetothedifferencesindecision-making,AmericansoftenfeelfrustratedwiththeJapaneseslowpace,perceivingthemasstall,oruninterestedinkeepingthenegotiationprocessalive.WhiletoJapanese,Americanfastdecision-makingappearsinsincereandunpreparedastheyenjoygive-and-take.Aninternationalnegotiatorshouldunderstandthedecision-makingsystemsofdifferentculturesandtrytoknowwhointheteamhasthefinalsay.Inthisway;hecandevelophisargumenttoinfluencetheperson.3.ConclusionNegotiationwillneverbeaneasysocialcommunicationactivity,tosaynothingofinternationalbusinessnegotiation,whichinvolvespeoplefromdifferentcultures.Internationalbusinessnegotiatorsaredistinguishedfromeachothernotonlybygeographiclocation,languagespoken,moreimportantlybythespecificculturesinwhichtheygrowup.Cultureforgesvaluesandbeliefs.Differentcultureshapesdifferentwaytoperceivetheworld,todefinewhatisrightorwrong,andtoconductbusiness.Cultureisaveryimportantfactorthathasimpactsoninternationalnegotiation.Culturedoesaffectnegotiation