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Stereotypes in Cross-Cultural Business Negotiations, 2002.
This paper discusses the impact of stereotyping in business negotiations across cultural boundaries.
1,656 words (approx. 6.6 pages), 9 sources, MLA, $ 53.95
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Abstract
The writer first defines the term stereotype and relates this concept to business relationships. Negotiation is the process by which two or more parties attempt to reach agreement on matters of mutual interest. The writer asserts that this process can become distorted with the introduction of stereo-typing. Finally, the paper highlights the positive aspects to negotiations involving parties from differing backgrounds.
From the Paper
"Culture exhibits itself with visible behavioral patterns, such as the distance people try to keep, their facial expression, manner, etc., These are present at the surface level and are seen, heard and sensed. They are the result of cultural traits present as a combination of values, norms, traditions, rituals and more. The literature on cross-cultural negotiations studies these complex constructs, and also includes consideration of how different cultures handle problem solving, relationships and competitiveness."
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"Cross-Cultural Business Negotiations", 2008.
A chapter by chapter review of the content of "Cross-Cultural Business Negotiations" by D. Hendon, R. Hendon and P. Herbig.
1,746 words (approx. 7.0 pages), 1 source, MLA, $ 56.95
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Abstract
This paper provides a chapter by chapter review of D. Hendon, R. Hendon and P. Herbig's 1999 book, "Cross-Cultural Business Negotiations." The paper discusses how the authors define negotiations and provides an overview of what they refer to as the "art of negotiations." It discusses the focus of each chapter and how the authors express and explain their arguments in each chapter.
Table of Contents:
Review Chapters 1-2
Review Chapters 3-4
Review Chapters 5-6
Review Chapters 7-9
From the Paper
"The authors also proclaim there are two primary forms of contract that can result from cross-cultural negotiations. These include an explicit and detailed contract that outlines every contingency contained within a contractual arrangement; a second type of contract is one that is "implicit" in nature, one that is often based on "oral arrangements" or agreements that allows parties to address problems through personal relationships and greater trust or intimacy (Hendon, Hendon & Herbig, p. 111). It is important for business people to recognize the significance a contract holds when signed; for example, from an American or Western perspective, a contract may represent a binding agreement that summarizes the collaborative negotiations achieved with a second or third party. For others a contract may symbolize an opportunity to create more intimate, personal relationships with members of other countries and cultures. Among the Chinese as noted, a contract symbolizes the start of, rather than the closing, of business negotiations with another party (Hendon, Hendon & Herbig, p. 112) Understanding these differences will lead to better success in the negotiation process."
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American Business Negotiation, 2005.
This paper discusses the four Ps of business negotiation as reflected in the American culture: Presentation, power, pressure and product.
895 words (approx. 3.6 pages), 6 sources, MLA, $ 31.95
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Abstract
This paper explains that, although American negotiation meetings often begin with some form of small talk designed to present an air of relaxation into the meeting, when the time arrives to get the meeting going, Americans are all business. The author points out that the American cultural emphasis on achievement and authority instills a sense of power into the business world. The paper relates that, unlike other cultures, Americans live under monochromatic time; therefore, in their no-nonsense approach, Americans live by the deadline and being tardy is a great offense.
Table of Contents
Presentation
Power
Pressure
Product
From the Paper
"Presenting oneself as knowledgeable and professional also cultivates an image of power in America. Remember, achievement (which is accomplished through knowledge) is crucial in the United States. In fact, much of the American business mindset rests on a "give-and-
take" system wherein two parties try and reach a compromise through demonstrating their mutually beneficial strengths to each other. In addition, directly approaching an important company executive (rather than blockers) also lends an impression of self-confidence and authority. Self-confidence is also evident through a firm handshake and steady eye contact."
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Business Negotiations, 2004.
A comparison between traditional bargaining methods and the bargaining method outlined in Roger Fisher and William Ury's book, "Getting to Yes: Negotiating Agreement Without Giving In".
1,780 words (approx. 7.1 pages), 4 sources, MLA, $ 57.95
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Abstract
This paper compares the positional method of bargaining to the new, more thought-out method of Fisher and Ury. The paper explains positional bargaining as a bargaining approach where each party takes a stance, or position, that reflects everything he or she desires, thereby putting each party in an adversarial position and fostering a win-lose situation. In contrast, Fisher and Ury's method is defined as a rational way to approach negotiating, which creates an atmosphere where both parties benefit, thereby creating a win-win situation.
From the Paper
"Positional bargaining can almost be thought of as the ?cartoon version? of bargaining. It?s the sort, though, that most people think of when the term bargaining arises. The image is one in which each party takes a stance, or position, that reflects everything he or she desires. The other party does the same. Fisher and Ury note that haggling over a price is typical of this kind of bargaining (p. 11) with both sides hoping to meet closer to their own starting position than the other party ends up. This makes the parties into adversaries and can, say Fisher and Ury, harm the parties? relationship. They suggest that a far better way to carry out negotiations is from the basis of principles, and they outline four that should be used in all negotiations, indeed, at each stage of the process of reaching an agreement."
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Cross-Cultural Communications, 2007.
This paper provides a research report on the business practices and customs of Japan.
1,864 words (approx. 7.5 pages), 2 sources, MLA, $ 59.95
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Abstract
In this article, the writer looks at various customs and practices that are present in Japan. The writer demonstrates that in many ways such customs and business practices are different from those in America. The writer points out that when negotiating in Japan, it is best to observe a highly deferential communication style, as opposed to a confrontational style. Further, the writer explains that debate and an open show of disharmony will make a negotiator seem rude, rather than dominant or skillful. In this essay, the writer discusses different types of communication and presents an overview of Japanese styles and customs.
Outline:
Communication Style and Preference
Formal/Informal
Linguistic Differences
Language Barriers and Interpretation
Nonverbal Communication (body language, eye contact, space)
Structure of Business Correspondence
Cultural Norms and Religious Influences
Organizational Structure of Businesses
Hierarchy & Leadership style
Individual or Group Orientation
Role of Women
Negotiation Process
Style and Phrases
Deadlines
Rules of Engagement
Family and Social Structure
Hospitality
Ethical Considerations
Legal and Government Considerations
Codes
Labor Regulations
Works Cited
From the Paper
"The Japanese are likely to know that shaking hands rather than bowing is considered appropriate by Americans, but be prepared to bow, nonetheless. One lesser-known fact is that an American should avoid making the 'OK' sign, as in Japan it means money rather than affirmation. Pointing is simply considered rude."
"As in all nations with different nonverbal protocols, avoid using large hand signals, extremely animated facial expressions and dramatic movements that could be misinterpreted by one's host. Also, although the Japanese may be prepared for American communication differences, it is worth remembering that the Japanese do not talk with their hands and to do so with great animation could distract the Japanese, rather than prove an asset to communication."
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Business-to-Business vs. Business-to-Consumer, 2005.
An analysis of the differences between B2B and B2C supply chains.
1,240 words (approx. 5.0 pages), 2 sources, MLA, $ 42.95
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Abstract
The internet has brought about an incredible evolution in business practices and has vastly altered the ability of businesses to reach their clients and suppliers. This paper examines how, although business-to-business and business-to-consumer companies operating on-line are similar in many ways, the differences are also significant. It discusses many of the differences and outlines why those differences are so vital to the success of these companies. It also shows how from sales to orders to software integration and delivery systems, the variations are important.
Outline
Supply Chain
Business-to-Consumer Supply Chain
Business-to-Business Supply Chain
The Differences
Discussion
From the Paper
"Most business-to-consumer sites operate similar to the traditional brick and mortar stores in terms of the supply chain. These companies typically have various suppliers from which they purchase either finished products or raw materials for the in-house production of a product. Many of those e-businesses that purchase finished products for resale are wholesalers. These companies or individuals contract with larger organizations to sell a company's product to the end-user for a small profit. Often these wholesalers do not have to maintain any sort of inventory, as the delivery of the product occurs via drop shipments."
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Cross-Border Negotiations and Mergers, 2007.
An analysis of the effect of culture in cross-border negotiations, mergers and acquisitions.
3,379 words (approx. 13.5 pages), 25 sources, APA, $ 96.95
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Abstract
This paper discusses how, as the world has evolved into a global marketplace, companies are increasingly looking outside of their borders for business opportunities and how more and more companies are conducting business abroad to achieve their financial aspirations and growth. This paper examines how culture plays a major part in cross-border negotiations and mergers and acquisitions. Several ways that culture can affect negotiations are discussed and several types of training and awareness of different cultures are presented. Geert Hofstede's dimensions of culture are also explained. Finally, the paper examines four countries whose negotiating styles are vastly different from the negotiating styles of United States business persons.
From the Paper
"Although negotiations between the same or very similar cultures may be difficult, negotiations with a different culture are more difficult. Business environments differ, including differences in local laws, regulations, foreign exchange rates and government controls. International deals also cross cultures. Cross-border deals include both opportunity and risk. Factoring cultural differences into the negotiation process to increase the likelihood of success has long been a critical issue with international deals. Globalization has led to cultural differences to be more important (Cellich & Jain, 2004, p. 11). It is imperative that negotiators conducting business abroad be familiar with the culture of the country they are doing business with. "
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The Popularity of Negotiation Classes in Business Courses, 2006.
A discussion regarding ratio of negotiation classes to any other subject, in business schools.
675 words (approx. 2.7 pages), 1 source, $ 26.95
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Abstract
This paper discusses the theory according to Thompson and Leonardelli as to why there are more courses on negotiation being offered at business schools than courses on any other subject, with the exemption of core requirement classes, but also including non-degree and executive courses. According to this paper, Thompson and Leonardelli theorize that the combination of academia and business application has created the perfect breeding ground for negotiation theory and practice. Add to this the fact that negotiation is one of the more elusive skills for business people who often have the mindset that they need to look after their best interests, and one can begin to understand the need for training, in this area.
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American Business Culture in Japan, 2008.
A look at the professional and work related customs and practices relevant to an American working in Japan.
1,556 words (approx. 6.2 pages), 6 sources, APA, $ 51.95
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Abstract
The paper discusses workplace and organizational culture as it would be experienced by an American company operating in Japan. The paper also examines the unique experiences to which an American employee working in Japan would be exposed to vis-a-vis workplace culture and practices. The paper recommends the acquisition of some deeper cross-cultural communication skills that extend beyond the workplace.
Outline:
Abstract
Introduction
Negotiation & Culture
Physical Space & Time in the Workplace
Conclusion
From the Paper
"For an American firm operating in Japan there are many considerations that must be made beyond the operational level. Perhaps the most important are at the organizational level where customs, culture, and host-national considerations must be made. This is because the subject of intercultural communication has become not just a politically correct topic in today's increasingly diverse societies, but a matter of necessity given the spread of the global economy and the degree of economic integration which finds companies now moving into foreign countries such as Japan where the Asian culture and work ethic becomes a vital consideration."
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E-Business to Business Review, 2002.
A review of online B2B (Business - to - Business) models such as: merisel.com, kellypaper.com and intellibusiness.com.
1,670 words (approx. 6.7 pages), 6 sources, MLA, $ 54.95
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Abstract
A report on B2B (Business - to - Business) models. Reviews the web sites of merisel.com, kellypaper.com and intellibusiness.com. Evaluates how these sites are set up for value-added suppliers and other business users. With the use of well-planned business models, many B2Bs have jumped on to the information technology train and are experiencing improved profit margins through supply chain efficiencies-from purchasing, to manufacturing and selling. In addition to simply sharing forecasts and products, successful B2Bs work jointly to provide greater supply chain services, and ultimately larger profits for all partners involved.
From the Paper
"Although business-to-business activities occur both offline and online, the acronym B2B has come to be known and described as the online version. There is much hype given to the potential size of B2B markets and how much bigger it may get than the online business-to-consumer (B2C) world. The gravy train that drives these expectations is the hopes that information technology (IT) will deliver an inflection point in productivity and economic growth. With the use of well-planned business models, many B2Bs have jumped on this gravy train and are experiencing improved profit margins through supply chain efficiencies-from purchasing, to manufacturing and selling. "
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Business-to-Business Promotion Management, 2005.
This paper examines the management of business-to-business (B2B) promotions by reducing transactional costs and associated supply chain management requirements.
1,715 words (approx. 6.9 pages), 7 sources, APA, $ 55.95
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Abstract
This paper explains that business-to-business (B2B) enterprises were characterized by business owners seeking more efficient methods of buying and selling their products and services to other similarly situated companies. Today, B2B companies recognize the constraints inherent in these approaches and are refining their supply chain management practices. The author points out that when products have both low demand and supply uncertainties, the basis of competition is efficiency. There are two dimensions of efficiency: Cost and the coordination of information. The paper relates that the ability to provide predictable demand patterns and a stable supply process will allow companies to improve their supply chain efficiencies so that the cost of providing the product to the customers is the lowest possible.
Table of Contents
Introduction
Review and Discussion
Background and Overview
Phase One
Phase Two
Phase Three
Current and Future Trends
Conclusion
From the Paper
"As a result, supply chain management has emerged as one of the major areas for companies to gain a competitive edge. The supply chain refers to the linked set of resources and processes that begins with the sourcing of raw material and extends through the delivery of end items to the final customer. The supply chain includes vendors, manufacturing facilities, logistics providers, internal distribution centers, distributors, wholesalers and all other entities that lead up to final customer acceptance; however, the extended supply chain for a given company may also include secondary vendors to their immediate vendors, and the customers of their immediate customers."
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Business to Business Entities: ChipeX-2, 2005.
Identifies issues and concerns in promoting ChipeX-2.
1,575 words (approx. 6.3 pages), 2 sources, $ 62.95
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Abstract
Considerations in working with venture capitalists tend to be legal in nature. The roles that are maintained by companies and by their financial partners are redefined when the ownership of the company is acquired by external financiers. The paper shows that in the example of ChipeX-2, the company needs to identify a future in which their control of the company might not be assured. This paper identifies the visions of ChipeX-2, how the company can approach legal issues in order to maintain control of their company, and where ChipeX-2 can go to receive help in order to make informed business decisions.
From the Paper
"Three former employees of ChipeX, Inc. have developed a prototype for a new microchip to power the next generation of personal computers. They have assurances from venture capitalists that they will receive whatever financing is needed to manufacture the chip, provided they take 51% of the ownership interest. The venture capitalists do not want to interfere in the business operations and have agreed to allow the developers to control the operations, provided certain financial objectives are achieved. They expect to begin manufacturing of the chip within two years. Based on outside evaluations, the chip should be a success. The expectation is that the new venture will go public, or be sold to investors, within five years. Introduction Considerations in working with venture capitalists tend to be legal in nature."
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Culture and Cooperative Negotiation Tactics, 2002.
This paper addresses issues in collective bargaining theory, particularly the impact of aspects of American culture (individualism, self-determination) on the efficacy of collective bargaining, particularly the positional model.
650 words (approx. 2.6 pages), 3 sources, $ 26.95
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Abstract
This paper addresses issues in collective bargaining theory, particularly the impact of aspects of American culture (individualism, self-determination) on the efficacy of collective bargaining, particularly the positional model. It also proposes alternative models, such as consensus and mediation.
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e-Business Commerce in the Pharmaceutical Business, 2007.
This paper looks at how online business has changed the pharmaceutical business.
4,264 words (approx. 17.1 pages), 10 sources, MLA, $ 113.95
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Abstract
In this article, the writer notes that in the past decade, the topic of e-business and its' utilization in the pharmaceutical industry has emerged as a significant factor for patients, doctors and online pharmacies. The writer discusses that the operation of e-business has revolutionized communication and has changed the ways hospitals and pharmacies conduct business. The writer points out that from online customer service to remote diagnostics, the World Wide Web offers businesses tools that enhance production, sales, customer satisfaction and profits, as a result. The writer concludes that in the future, perhaps e-business will revolutionize itself so much that prescriptions and medical evaluations will be able to be conducted online, through the use of online video portals and the like.
Outline:
Introduction
Online Pharmacies
Online Pharmacies and Ethical Issues
Healthcare Computer Systems Security
Healthcare-related Websites
Conclusion
From the Paper
"The legal system has been greatly affected by the security and regulatory concerns affecting e-business, and as a result, existing laws have changed and new ones have been implemented accordingly. In recent years, the importance of legal issues in information systems security as it affects the pharmaceutical industry is a pressing concern for both governments and healthcare organizations regarding the protection of the confidentiality, integrity, and availability of data. The regulations implemented by HIPAA increase the security of patient sensitive information, which cannot be exchanged by third parties unless consented to by the patient. This law was implemented to increase the protection of identifiable information of patients such as name, address, contact information, and diagnosis."
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Small Business Versus Big Business, 2002.
Business plan for small business proposing how they can compete with larger stores.
1,150 words (approx. 4.6 pages), 5 sources, $ 44.95
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Abstract
The following is a proposal for competing with larger stores such as Wal-Mart and K Mart. This proposal is designed for smaller retail stores and discusses the advantages as well as disadvantages that the larger stores experience. It goes on to discuss just how a smaller retail store can take advantage of the disadvantages of the larger chains as well as take advantage of their strengths. Areas discussed include product knowledge, service, inventory management, and marketing.
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