Exploring the Dimensions of Culture

Abstract

The purpose of this study is to explore how the dimensions of Mexican culture affect negotiation in Mexico, including the relationship between negotiation and public relations and the implications on the practice of public relations in Mexico. A major finding is that Mexican negotiators are competitive in negotiation situations despite the collective nature of Mexican society. Therefore, public relations practitioners should consider all of the dimensions of culture when negotiating in Mexico.     

Cultural tendencies in negotiation: A comparison of Finland, India, Mexico, Turkey, and the United States

In this era of increased global cooperation, a growing number of negotiators conduct business in multiple countries and, therefore, need access to a systematic comparison of negotiating tendencies across a wide range of countries. Empirical work systematically comparing variations across a range of cultures is scarce. A comparative analysis of negotiating tendencies in five countries is presented. This study establishes the utility of the [Salacuse, J. (1998) Ten ways that culture affects negotiating style: Some survey results. Negotiation Journal, 14(3): 221–235] framework in identifying country differences across five countries, representing five cultural clusters. Significant differences in negotiation orientations both between and within cultures were revealed at a level of complexity not found in previous empirical studies.     

Mexico and the United States: Common border,common negotiating orientations

With a growing cadre of people conducting business across the U.S.–Mexico border, there is a need for information about the negotiation orientations they are likely to encounter. While information on negotiating orientations is available, it is often anecdotal, stereotyped, and contradictory. Empirical work that systematically compares Mexico and the United States across a range of negotiating dimensions is scarce. We have clarified, refined, and operationalized 12 negotiation dimensions in a comprehensive conceptual framework proposed over 20 years ago by Weiss and Stripp (1985). Our findings suggest that U.S. and Mexican negotiators may have more in common than they think and that negotiation orientations in both countries may run counter to conventional wisdom. © 2008 Wiley Periodicals, Inc.     

入世后中国商人商务谈判文化适应现象分析

入世后,中国传统的商务谈判模式和谈判策略面,临着极大的挑战。中国外贸商人在学习西方文化和商业知识的同时．也尝试着改变自己的谈判方式以更好地适应WTO的贸易规则,中国外贸商人在谈判中遇到文化威胁等问题;在国际贸易谈判中的文化适应应是文化差异的适应,其文化取向方面是“沙拉式”的,而非“熔炉式”的。     

The effects of reciprocation wariness on negotiation behavior and outcomes

This study examined the influence of reciprocation wariness, a general fear of exploitation in interpersonal relationships, on negotiators’ motivational orientation, direct information sharing and negotiation outcomes. We predicted that low-wary negotiators are more likely to be prosocial and to engage in direct information sharing, and low-wary negotiators will perceive their opponents more positively after the negotiation. We asked 150 graduate students of business administration to formed 75 dyads to participate in a simulated business negotiation, each taking the role of a buyer or a seller. The results showed that reciprocation wariness had a significant effect on negotiators’ motivational orientation and the amount of information sharing. Negotiating dyads with low–low reciprocation wariness got higher joint gains than those with high–high reciprocation wariness, and information sharing fully mediated the relationship. After the negotiation, low-wary negotiators evaluated the other party more positively and were more willing to interact with their opponents in the future. Contributions and limitations are discussed.     

To Match or Not to Match? Reactions to Turning Points in Negotiation

This study examines the impacts of process frames and salience of a turning point on negotiators’ responses to a departure during the negotiation process. Results show that individuals negotiating within an integrative-cooperative (as opposed to a distributive-competitive frame) are more likely to interpret the departure as a turning point and match the other’s offer. Similarly, results show that making the departure salient by clearly articulating the intent, content, and function of the turning point offer increases negotiators’ propensity to embrace the mutually beneficial turning point offer. The findings are discussed in light of negotiators’ awareness of events during the negotiation process, their (mis)matching of favorable offers, and relational order theory.     

Alternative Negotiating Conditions and the Choice of Negotiation Tactics: A Cross-cultural Comparison

The growth in international trade in recent years necessitates a better understanding of customs and expectations in cross-cultural negotiations. While several researchers have sought to examine and detail the similarities and differences between select countries, their data have generally been obtained under neutral or unspecified negotiating conditions. However, issue importance, opponent (prowess, ethical reputation), and context (location, confederate awareness, urgency) can play a significant role in the use of negotiating tactics. This paper describes a study comparing the perceptions of one hundred and forty-two current and future business professionals from two emerging trade partners, Brazil and the United States, regarding the appropriateness and likely use of five categories of negotiation tactics under seven challenging or unfavorable negotiating conditions commonly faced by negotiators. The results indicate an overall conditional effect for both attitudes (perceived appropriateness) and intentions (likelihood of use). In addition, while no significant difference in perceived appropriateness was found due to country, there were differences in likely use due to country for six conditions-behaviors.     

Intercultural Negotiation in International Business

Cultural differences among negotiators is a constant in international business negotiations. Four element of culture - behavior, attitudes, norms and values influence such negotiations particularly with regard to communication, the form and substance of transactions, and negotiating style. Negotiating style involves ten factors, and the article reports survey data on how negotiators cultural differences are suggested.     

I Expected More from You: The Influence of Close Relationships and Perspective Taking on Negotiation Offers

Three experimental studies show that interpersonal relationships influence the expectations of negotiators at the negotiation table. That is, negotiators expect more generous negotiation offers from close others (Study 1), and when expectations are not met, negative emotions arise, resulting in negative economic and relational outcomes (Study 2). Finally, a boundary condition for the effect of interpersonal relationships on negotiation expectations is shown: perspective taking leads the parties to expect less from friends than from acquaintances (Study 3). The findings suggest that perspective taking helps negotiators reach agreement in relationships. The article concludes with implications for practice and future research directions.     

Negotiation beliefs: Comparing Americans and the Chinese

We address the micro foundations of international business research by examining negotiation beliefs as a parsimonious guide for international business negotiators. We conceptualise the construct of ‘negotiation beliefs’ as a negotiator’s cognition about the nature of negotiation and effective negotiation strategies. We integrate the negotiation literature and empirically investigate the differences and similarities in the negotiation beliefs of Americans and the Chinese. Across two studies, we conduct a conceptual analysis of negotiation beliefs and develop measures for the culturally similar and culturally different factors of the negotiation beliefs of Chinese and American negotiators. We find that negotiation beliefs can predict negotiation outcomes. Our findings indicate that Americans and the Chinese share negotiation beliefs about cooperation and competition. They also understand negotiation using culturally different factors, namely hierarchy and relationship for the Chinese and economic interest and confrontation for the Americans. We further discuss the theoretical and practical implications for international negotiations, particularly regarding disputes between the US and China.     

国际商务谈判中的禁忌

在国际商务谈判中,商务人员要了解不同国家地区的习俗和禁忌,主要包括日常交往的禁忌、数字的禁忌、颜色的忌讳、花卉的忌讳和动物图案的忌讳,为商务活动的顺利进行做好铺垫。这是商务谈判活动中,商务谈判人员必须具备的基本素质。     

Ethical and Unethical Bargaining Tactics: An Empirical Study

Competitive negotiators frequently use tactics which others view as "unethical", in that these tactics either violate standards of truth telling or violate the perceived rules of negotiation. This paper sought to determine how business students viewed a number of marginally ethical negotiating tactics, and to determine the underlying factor structure of these tactics. The factor analysis of these tactics revealed five clear factors which were highly similar across the two samples, and which parallel (to a moderate degree) categories of tactics proposed by earlier theory. Data from one sample also permitted comparisons of the appropriateness of certain tactics across gender, nationality, ethnic origin and perception of one's negotiating style.     

Reciprocal Cooperation and the Moderating Effect of Individualism: A Five-Country Negotiation Study

ABSTRACT

Researchers have conceptualized the problem-solving approach to include cooperation between negotiators in order to achieve mutually beneficial outcomes. The observed cooperation between parties embodies the concept of positive reciprocity where negotiators match the cooperative bargaining strategy of their counterparts. Using this premise, the current study investigates reciprocity through the relationship between negotiators’ perceptions of their counterpart's cooperative behaviors and their own reported behaviors. The mitigating effect of individualism-collectivism on the above relationship is also explored. The findings provide empirical evidence that negotiators’ perceptions of their counterpart's cooperative behaviors are positively related to their own strategy. This relationship was consistently supported across five groups of business negotiators: Canadian Anglophone, Greek, Mexican, Filipino, and American. However, this positive reciprocal relationship is negated when the negotiator comes from an individualistic-type culture.     

An empirical study of an interactive,session-oriented computerized Negotiation Support System (NSS)

Negotiating is one of the four major decisional roles played by managers. In fact, resolving conflict is said to occupy 20% of a manager's working hours. This growing frequency of negotiation scenarios coupled with the increasing complexity of the issues which need to be resolved in a negotiation make the possibility of computer enhancement for negotiation very appealing. Implementations of computerized Negotiation Support Systems (NSS) in the business world, international affairs, labor law, and environmental and safety disputes have demonstrated their potential for making negotiation problems more manageable and comprehensible for negotiators. Still, pioneers in NSS research have expressed their dismay at the lack of rigorous empirical research and evaluation of NSS. In particular, research is needed which will determine how and under what circumstances negotiation processes can be enhanced by NSS support.This article describes empirical research on the effects of a highly structured, interactive NSS on the outcome of face-to-face issues resolution and the attitudes of negotiators in both low- and high-conflict situations. In a laboratory experiment, bargaining dyads played the roles of manufacturers negotiating a four-issue, three-year purchase agreement for an engine subcomponent in conditions of high and low conflict of interest. The results of the study showed that NSS support did help bargainers achieve higher joint outcomes and more balanced contracts, but that the NSS support increased negotiation time. Satisfaction was greater for NSS dyads in both conflict levels, and perceived negative climate was reduced in low conflict.One primary implication of the results of this study is that NSS developers should keep in mind the importance of providing users with a system with interactive qualities which not only enhance the decision-making process but also provide them with a sense of participation in reaching the solution, as was done in this study.     

Religious belief and international business negotiations: Does faith influence negotiator behaviour?

Religious observance is widespread and continues to influence managerial behaviour in many parts of the world. However, its role in international business negotiations has not received much scholarly attention. This study explores some of the key ways in which religious belief shapes negotiation behaviour. Focusing specifically on the Islamic context, and drawing on interviews with 27 religiously observant Muslim managers in Malaysia, the study found that commitment to a common religion among negotiators positively influenced certain components of the negotiation process through, for example, the use of religious/emotional appeal, which emphasised their ‘spiritual camaraderie’. In some instances, however, we observed something of a paradox, whereby differing religious beliefs among negotiating counterparts were claimed to actually enhance, rather than hinder, negotiations.     

Cross-Cultural Difference's Impact on International Business Negotiation

Cross-culture is the most important character of international business negotiation, just because of this difference in culture caused some cultural clash or conflict in international business negotiation, and most of the negotiation ended up in failure because of this. So to know about both party's cultural background,avoid some conflicts caused by cultural difference is critical to a successful international business negotiation. This article begins with cultural difference, talk about the cultural difference's impact on international business negotiation,give some examples to show that the understanding of cultural difference is important in international business negotiation. At the end, the article tell us that when we are negotiating we must take well care about cultural difference, know different culture, choose the best plan and strategy, so we can well understand each other, each other's advantage and disadvantage to gain win-win cooperation.     

Your Good Name: The Relationship Between Perceived Reputational Risk and Acceptability of Negotiation Tactics

Reputation serves important functions in social interactions. As a result, negotiators should be concerned about protecting their reputations. Using an online experiment with 343 respondents, we examined the impact of perceived reputational risk on the acceptability of potentially questionable tactics. Consistent with and extending previous findings, we found that, the more reputational risk negotiators perceive, the less acceptable they find the tactics to be. In addition, in the business negotiation context, females generally viewed questionable tactics as more reputationally risky and consequently less acceptable than did males, especially when they were primed to think of themselves as being powerful. We end our paper with discussions on contributions and implications of the findings.     

New Technology Adoption,Business Strategy and Government Involvement: The Case of Mobile Commerce

SUMMARY

This research focuses on understanding how business organizations are likely to adopt mobile commerce (m-commerce) technology. Mobile commerce adoption represents a complex process that draws in variables external to the firm such as the environment in which the business operates and the government involvement, as well as variables internal to the company such as its business strategy and its organizational culture. A model is formulated and several research propositions are offered. They will help understand the mobile commerce applications adoption process. Implications of this model and further research avenues are discussed.     

TOPSIS Based Approach to Scoring Negotiating Offers in Negotiation Support Systems

In this paper we analyze the possibility of applying the technique for order preferences by similarity to ideal solution (TOPSIS) to building the scoring system for negotiating offers. TOPSIS is a multiple criteria decision making method that is based on measuring distances between alternatives under consideration and two bipolar reference alternatives, a positive and negative ideal. Thus the criteria used for the evaluation of alternatives should be described using strong scales. However, in the negotiation, the issues are very often described qualitatively, which results in ordinal or even nominal variables that must be taken into consideration in offers’ evaluation process. What is more, TOPSIS may be applied to solving the discrete decision problems while the negotiation space may be defined by the means of continuous variables too. In this paper we try to modify the TOPSIS algorithm to make it applicable to negotiation support and, moreover, discuss the following methodological issues: using TOPSIS for a negotiation problem with continuous negotiation space; selecting the distance measure for adequate representation of negotiator’s preferences and measuring distances for qualitative issues. Finally, we propose a simple additional mechanism that allows for building the TOPSIS-based scoring system for negotiating offers and does not involve negotiators in time consuming and tiresome preference elicitation process. This mechanism requires from negotiators to construct examples of offers that represent some categories of quality and then by using a goal programming approach it infers all the parameters required by the TOPSIS algorithm. We also show a simple prototype software tool that applies the TOPSIS modified algorithm and may be used in electronic negotiation support.     

Ethical reasoning in business‐to‐business negotiations: evidence from relationships in the chemical industry in Germany

This article explores managers’ ethical reasoning for behaviors in price negotiations using evidence from 15 in‐depth interviews conducted with sales and purchasing representatives in the chemical industry in Germany. Applying transaction cost economics, we find that negotiators in commoditized market‐like exchanges either refer to deontological norms such as not to lie, or they neglect a role for ethics, arguing that distributive negotiation is per se opportunistic. In contrast, exchanges of products with higher asset specificity lead to stronger informational integration which is supported with teleological justifications. Some negotiators use teleological justification to build business on trust rather than on economic safeguards as their firm norms would require. For negotiators, our results suggest considering institutional context and adjusting ethical reasoning to the negotiation situation. Firms need to recognize and find ways to address the potential conflicts of their internal norms with their frontline managers’ attempts to act in the firms’ best economic and ethical interests.