cul 2 - The following excerpt listed below is reprinted...

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The following excerpt listed below is reprinted here with permission. It is a very interesting article with some absolute gems when it comes to considering the cultural implications in any international dealings. It’s also very long and dry like most research. I would NOT recommend reading this baby unless you are committed to finishing it. Otherwise, make sure you sitting on a comfortable couch…… (I suggest printing this one and digesting it in small doses). The pervasive impact of culture on international negotiations [1] The primary purpose of this section is to demonstrate the extent of cultural differences in negotiation styles and how these differences can cause problems in international business negotiations. The reader will note that national culture does not determine negotiation behavior. Rather, national culture is one of many factors that influence behavior at the negotiation table, albeit an important one. [2] For example, gender, organizational culture, international experience, industry or regional background can all be important influences as well. [3] Of course, stereotypes of all kinds are dangerous, and international negotiators must get to know the people they are working with, not just their culture, country, or company. The material here is based on systematic study of international negotiation behavior over the last three decades in which the negotiation styles of more than 1,500 businesspeople in 17 countries (21 cultures) were considered. [4] The work involved interviews with experienced executives and participant observations in the field, as well as behavioral science laboratory work including surveys and analyses of videotaped negotiations. The countries studied were Japan, S. Korea, China (Tianjin, Guangzhou, and Hong Kong), Vietnam, Taiwan, the Philippines, Russia, Israel, Norway, the Czech Republic, Germany, France, the United Kingdom, Spain, Brazil, Mexico, Canada (English-speakers and French-speakers), and the United States. The countries were chosen because they constitute America’s most important present and future trading partners. [5] Looking broadly across the several cultures, two important lessons stand out. The first is that regional generalizations very often are not correct. For example, Japanese and Korean negotiation styles are quite similar in some ways, but in other ways they could not be more different. The second lesson learned from the research is that Japan is an exceptional place: On almost every dimension of negotiation style considered, the Japanese are on or near the end of the scale. For example, the Japanese use the lowest amount of eye contact of the cultures studied. Sometimes, Americans are on the other end. But actually, most of the time Americans are somewhere in the middle. The reader will see this evinced in the data presented in this section. The Japanese approach, however, is most distinct, even
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This note was uploaded on 12/17/2011 for the course B.A 13 taught by Professor Cr during the Spring '11 term at Haverford.

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cul 2 - The following excerpt listed below is reprinted...

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