Paper Summary:

This paper explains the importance of western business people understanding the characteristics of the Japanese culture in order to produce a productive cooperation by avoiding misunderstanding and inefficient relationship. Next, the author relates the major cultural traits of the Japanese people in business situations, based on the Hofstede model, and analyzes a typical negotiation in Japan. The paper concludes by recommending an approach for western business people to be used to negotiation with their Japanese counterparts.

Table of Contents:
Table of Contents
Research Objective and Organization
Japanese Cultural Specificities
Hofstede Model Applied to Japan
Uncertainty Avoidance
Masculinity - Femininity
Individualism and Collectivism
Power Distance
Japanese Communication
Style
Physical Communication
The Concept and Face and "Amae"
How to Negotiate Successfully with Japanese
The Japanese Negotiation Process
The Pre-Negotiation Stage
THE Negotiation Stage
The Assessment Stage
The Bargaining Stage
The Closure Stage
The Post Negotiation Stage
Conclusion

From the Paper:

"The pre-negotiation stage includes the commitment to the meeting as well as arranging the conference. The Japanese are often very methodological and gather a lot of data before the meeting. They also feel a lot mot secured when a clear agenda is set up in advance.
"What is really important to point out is that contrary to Americans and Europeans, Japanese often take the decisions before the meetings and will go in the meetings just to check if everything is in order. When negotiating with foreigner, the aim is also to observe whether the counterpart is trustful or not."

Sample of Sources Used:

• Graham, characteristics of a Distinct approach 1993
• Edward Hall "hidden differences" (1987)
• Japan Review, 1998, how unique is Japanese negotiating behavior
• LEWIS, R. D., When Cultures Collide: Managing Successfully Across Culture, London: Nicholas Brealey, 1996
• Hofstede Cultures and organizations: software of the mind, Maidenhead, U.K., McGraw-Hill, 1991.)

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