Culture and Negotiation

Paper Summary:

This paper shows how businesses overcome negotiating problems with different cultures through a review of the relevant peer-reviewed and scholarly literature. A summary of the research and important findings are presented in the conclusion.

From the Paper:

"Despite the importance of understanding how to best achieve positive outcomes in business negotiations between different cultures, there remains a dearth of timely guidance available for this purpose. For instance, Lee, Yang and Graham (2006) emphasize that, "International business negotiators frequently report tensions in their interactions with foreign clients and partners. Yet, academic researchers have seldom addressed the way in which tension affects negotiation outcomes such as reaching agreements and trust" (p. 623). The growing body of research concerning the importance of effective cross-cultural negotiations, though, suggests that there is much to consider when formulating strategies for negotiating with business leaders from different countries. In some cases, such as between the United States and the United Kingdom, these cross-cultural differences will be fairly minor and business leaders may enjoy a reasonable expectation of success based on their past experiences with similarly situated companies."

Sample of Sources Used:

• Hofstede, G. (2008). Geert Hofstede's cultural dimensions. [Online]. Available: http://www. geert-hofstede.com/.
• Lee, K. H., Yang, G. & Graham, J. L. (2006). Tension and trust in international business negotiations: American executives negotiating with Chinese executives. Journal of International Business Studies, 37(5), 623.
• Ramirez, J. M. (2007). Peace through dialogue. International Journal on World Peace, 24(1), 65-66.

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