本 科 毕 业 论 文
二○一二届
题 目 Impacts of Cultural Differences on International Business Negotiations
文化差异对国际商务谈判的影响
学 院 浙江越秀外国语学院英语学院
专 业 英语
班 级
学 号
学生姓名
指导教师
完成日期 2012年5月25日 浙江越秀外国语学院毕业论文 摘 要
I 摘 要
随着我国加入世贸组织中西国家之间经济贸易飞速发展双方商务交往活动
越来越频繁国际商务谈判的重要性也日渐显现。然而由于中西方之间存在着巨
大的文化差异中西方谈判者之间很可能出现文化冲突以及不必要的误解。因此
为了准确把握未来谈判桌上的优势与主导顺利的开展商务活动要想成功的走向
国际市场各国商务谈判者了解中西文化的差异显得十分必要。各方在商务谈判中
必须增强对文化差异的敏感性承认文化差异还有必要研究最能体现文化价值观
和思维定势的谈判为突破口详细的了解谈判对象的文化背景与习惯并且超越文化
的局限并在此基础上扬长避短尊重不同文化下商人的不同行为减少因不尊重
对方而造成的不必要的冲突应建立相互合作的气氛制定出合适的谈判策略。本
文重点讨论了中西国家之间的文化差异及其对商务谈判的影响并提出了化解文化
冲突的几点建议使中西方贸易谈判能顺利进行。
关键词文化差异国际商务谈判文化差异的影响
浙江越秀外国语学院毕业论文 Abstract
II Abstract
With China’s accession to the World Trade Organization and the rapid development
of economic trade between China and western countries, the business contacts of
different countries become more and more frequent; the importance of business
negotiations gets obvious gradually. However, the huge cultural differences between
China and western countries may give rise to potential cultural conflicts and unnecessary
misunderstandings. Therefore, in order to take hold accurately the advantages and
domination on the negotiating tables in the future, carry out business activities smoothly
and walk into international market successfull
y, it is imperative that negotiators not only
need to learn the cultural factors and acknowledge cultural differences in international
business negotiations, but also have necessity to research the negotiations that can most
reflect cultural values and thinking sets as the breakthrough, understanding negotiators’
cultural backgrounds, customs and the limitation beyond culture in detail. Then, people
need to foster strengths and circumvent weaknesses on the basis of understanding others,
respect businessmen’s different behaviors with different cultures, reduce unnecessary
conflicts caused by the lack of respect for each other, people are supposed to establish an
atmosphere of mutual cooperation and formulate a rational negotiation strategy. The
thesis emphasizes the importance of taking cultural sensitivities into consideration during
business negotiations to make proper negotiation tactics. In view of such a situation, this
thesis makes an effort to highlight the impacts of cultural differences on international
business negotiations and puts forward several suggestions in reconciling cultural
differences in order to make the negotiations develop smoothly.
Key words: cultural differences; international business negotiations;
impacts of cultural differences
浙江越秀外国语学院毕业论文
III Table of Contents 摘 要 .......................................................................................................................... I Abstract ...................................................................................................................... II 1 Introduction .............................................................................................................. 1 2 The Relationship between International Business Negotiation and Culture ..... 1 3 Cultural Differences in International Business Negotiations .............................. 2 3.1 Differences of verbal and non-verbal behaviors ..................................................... 2 3.2 Differences of values .............................................................................................. 3 3.2.1 Objectivity ........................................................................................................... 3 3.2.2 Equality ................................................................................................................ 4 3.2.3 Timing .................................................................................................................. 4 3.3 Differences of thinking patterns ............................................................................. 5 3.4 Differences of awareness ........................................................................................ 5 3.4.1 Awareness of decision ..........................................................
................................ 6 3.4.2 Awareness of human ............................................................................................ 6 3.4.3 Awareness of interests .......................................................................................... 6 3.5 Differences of custom ............................................................................................. 6 3.6 Differences of national complex and mandarin complex ....................................... 7 4 Impacts of Cultural Differences on International Business Negotiations .......... 8 4.1 Impacts of cultural differences on negotiating teams ............................................. 8 4.2 Impacts of cultural differences on negotiating styles ............................................. 9 4.3 Impacts of cultural differences on negotiating structures ....................................... 9 5 Methods to Overcome the Cross-cultural Barriers ............................................ 10 5.1 Doing good preparation for negotiations .............................................................. 10 5.2 Enhancing cross-cultural awareness of negotiations ............................................ 10 5.3 Overcoming cultural bias ...................................................................................... 11 5.4 Being a keen insight into the customs of negotiators ........................................... 11 5.5 Maintaining neutrality on the cultural issues ........................................................ 11 5.6 Overcoming the communication obstacles ........................................................... 11 6 Conclusion .............................................................................................................. 12 7 Bibliography ........................................................................................................... 13 浙江越秀外国语学院毕业论文
1 1 Introduction
With the accelerated development of economic globalization, the economic
cooperation activities all over the word become more and more universal, and the
importance of international business trades are getting obvious gradually. International
business communication and cooperation have been all-around spread out. International
business negotiations are also much more frequent and closer than before. The
differences between Chinese and Western cultures are bound to become the factor which
is most difficult to control. International business negotiation has become an important
link in international business activities. It is not only an economic exchange and
cooperation, as well as the communication among cultures. Cross-culture is the biggest
characteristic of international business negotiations. Because of cross-culture, quite a lot
of negotiations fail. With China’s accession to the WTO, there are more and more
problems
need to be faced by enterprises, business negotiations relate to the success of
business activities and the survival and development of enterprises. Thus, the
cross-cultural obstacles in business negotiations are getting more and more attention.
Therefore, paying attention to cultural differences is a critical factor in international
business negotiations. It is of significance that understanding the cultural backgrounds of
the parties, because it helps to avoid the conflicts brought by cultural differences. It is
necessary for us to understand correctly the cultural backgrounds and their differences of
countries and regions. Based on that, we are supposed to foster strengths and circumvent
weaknesses, and then develop the negotiating tactics in order to prevent the emergence or
intensification of conflicts and win the success of the negotiations. 2 The Relationship between International Business Negotiation and
Culture International business negotiation refers to one behavior and process that business
parties in different countries and regions reach consensus through information exchanges
and consultations. It has the characteristic of cross-culture. In international business
negotiations, negotiators are usually from different nations and regions, and they belong
to different religions and culture backgrounds. They are great different in communication
ways, thinking patterns, customs and values concept, which gives international business
negotiations the color of cross-cultural communication in the invisible environment. It
means that it is very important to understand different cultures of different countries and
be familiar with culture differences of business activities. If both parties have the huge
differences on cultural backgrounds and thinking patterns, it will cause that
communication cannot be undertaken effectively. Many negotiators often do not pay
enough attention to the impacts of cultural differences on the outcome of negotiations.
Even if some negotiators have noticed the difference of the opposite parties, they think it 浙江越秀外国语学院毕业论文
2 is not important, which will inevitably affect the negotiation process and results and
ultimately hinder the international business activities and economic exchanges. Therefore,
the impacts of cultural differences on international business negotiations should not be
overlooked.
The core of cross-cultural negotiation is to overcome the obstacles of cultural
differences. The United States sociologist David Popenoe gives culture an abstract
definition: Culture is the values and meaning systems owned by a group or community.
Culture contains the concrete of those values and meanings in the physical form, and
people learn the culture of their society through observation and acceptation of other
members’ education. “C
ulture is mental software; it is the collective programming of the
mind which distinguishes the members of one human group from another” (Geert
Hofsted, 1994). The formation of all national cultures goes through a long historical
period, and once forms, it involves in the aspects of people’s speaking, behavior and
thinking. With the influence of geographical conditions, political systems and economic
development, the culture has a big difference between China and Western countries. In
the broader context, culture includes language, customs, and the outcomes of the art and
law; it also includes the intangible elements such as thinking patterns and values.
Everyone dips in their respective cultural environment for a long time; they will
subconsciously take their own cultural standard to judge other people’s actions and
opinions when they in a strange cultural environment, thus the cultural barriers are
formed. 3 Cultural Differences in International Business Negotiations 3.1 Differences of verbal and non-verbal behaviors
The language used by a nation has a close relationship with culture. In international
communication, intercultural differences restrict the language of use. Edward Hall,
professor of anthropology, divides culture in different society into high-context culture
and low-context culture based on the direct degree of language expression. In
high-context culture society, the ethnic people have the same cultural background;
language is only a part of information transmission, non-verbal communication occupies
a large number of proportions. In international business negotiations, Chinese negotiators
in high-context culture always express opinions in a subtle and indirect way, they are
rarely reject or refute directly, and they regard harmonious as the prerequisite to realize
the value, they pursuit permanent friendship and long-term collaboration. On the contrary,
western culture belongs to the low-context culture. Western people are enthusiastic and
frank, they like using precise and clear language to express their intention. In addition,
western people focus on debate with great passion, their language is confrontational and
flat. China belongs to high-context culture in which non-verbal communication and
indirect expressions are important to convey and understand information such as using
body language, eye contact, appearance, tone, location, distance, and environment for 浙江越秀外国语学院毕业论文
3 communication. So understanding the meaning of the words is necessary. Chinese people
seem modest; they don’t like debate or confrontation; and they always use silence instead
of saying “No”, because they think silence is a way to show politeness and respect for
each other. Chinese people are very patient when they negotiating, it is so-called “oriental
patie
nce”.
Compared with the functions of verbal communication, non-verbal communication
conveys information more truly, expresses emotion more accurately. It plays a decisive
role in daily communication. For Chinese people, smile can not only be used to express
the feelings of joy, but also used to conceal the emotion of uneasy, awkward and angry.
What’s more, it is used to render atmosphere and change the conversation. For western
people, smile is mainly an expression of happiness; it is rarely used to express other
emotions. Deadlock and conflict inevitably occur in business negotiations, Chinese smile
helps to mitigate the awkward atmosphere and avoid quarrels. In the west, silence means
agreement, while it has the contrary meaning of saying “No” in China. Negotiators are
required to express clearly in business negotiations to save negotiating time. Silence
often leads to misunderstanding, which is not conducive for negotiations. When talking,
westerners seem to have a impromptu speech, they believe that if someone does not
understand what they say, he/she will interrupt the dialogue during the conversation. But
in China, it is rare to see interruption. Business negotiation in the spirit of the principle of
equality, both two parties have the right to offer perspectives. Gesture language means
expressing by the movements of hands and fingers; it is the core of Kinesics and the
earliest communication tool in the human evolution. Westerners have much more body
movements than Chinese people, they used to expressing their attitudes and evaluation
through gestures. They use hands, arms and exaggerated facial expressions, but these are
habits rather than indicating strong feelings. Reasonably using gestures in business
negotiations can make the other understand the content of negotiations; it is the
complementary of the negotiations.
3.2 Differences of values
3.2.1 Objectivity
Objectivity in business negotiations reflects the distinction between human and
things. Westerners especially Americans have strong objectivity, for examples,
Americans make decisions according to the ironclad facts, Americans don’t play
favoritism, and they think the most important thing is economic and performance rather
than people, Americans always say “business is business”. Thus, Americans in
international business negotiations stress the distinction of human and things and are
interested in substantive issues. Conversely, in other parts of the world, the view of
distinguishing human and things is seen as impossible. For instance, in the oriental and
Latin American cultures, nepotism is important and economic development tends to be
achieved in the area of family control. Therefore, negotiators from those countries not 浙江越秀外国语学院毕业论文
4 only participate in the negotiations a
s individuals, but also the results often affect
individuals. Personal conduct has close relationship with issues and becomes inseparable.
3.2.2 Equality
Western society has undergone a bourgeois revolution of equal liberties and equality
consciousness is deeply into human’s mind. In international business activities, countries
such as Britain and the United States adhere to the egalitarian values and uphold the
principle of fair and reasonable. They think that both parties should be profitable in the
trade. Westerners use concrete ways particularly fond of speaking with data in
introducing situations. Americans focus on the practical benefits, but they generally do
not ask an exorbitant price, so their quotations and conditions are more objective. In trade
relations, American sellers regard buyers as of equal status, and they are more fair than
the Japanese on the division of profits. Many United States Managers believe that the
fairness of the profits division seems to be much more important than the profits. While
eastern people influenced by obsession of hierarchy deeply, the equality consciousness is
inferior to westerners in international business activities. Japanese are good at making big
cakes, but they don’t know how to allot the cake and always divide the cake with
unfairness. In Japan, the customers are seen as God, sellers are often obedient to buyers’
needs and desires. Therefore, the profit allocation is more conducive to the buyers. At
present, China's market economy system has been initially established, and the concepts
of Chinese enterprise managers often have some certain characteristics during the early
Western market economies. Chinese in business negotiations tend to be “single-win”.
When it comes to economic benefits, Chinese consider their own interests rather than
concerning about others’. While the market economy system in developed countries is
quite mature, negotiators in western countries make greater use of “win-win” strategy
which can basically consider the real interests of both sides.
3.2.3 Timing
Different cultural backgrounds show different timings. Edward Hall divided it into
two types: Monochronic and Polychronic, the former emphasizes doing one thing at a
time and speed, the latter emphasizes doing many things at a time, and people have a
relaxed timetable and the extension of feedback. Westerners abide by the one-way linear
time habits, so they regard time as a straight line which can be cut into section by section,
and they emphasize the timetable and detailed schedules. They are very strict about
punctuality, and the plans are highly restrictive, which creates a vigorous and resolute
commercial style of British and American businessmen. They will shorten the negotiation
time in all aspects and strive to make every negotiation be quicker. Chinese people are in
favor of Polychronic, they
used to working on several things at a time, emphasis on
people's participation and tasks completed and de-emphasis on everything in accordance
with the timetable. Plans can be changed at any time, and it is with considerable
flexibility on the timing and more humane. But they do not attach importance to make an 浙江越秀外国语学院毕业论文
5 appointment, and they think punctuality is not so important. Business negotiations must
be held within a fixed time, which requires that the negotiating parties should be on time
and be with strong sense of time. Chinese also discuss several issues at the same time,
they don’t strictly abide by the agenda and disscuss the issues considered to have been
solved by the other again. In order to establish a long-time business relationship, Chinese
people always take a long period to understand each other. As a consequence, the
negotiations will be last longer than expected. Westerners’ Monochronic will give
opponents a good impression of observing contracts and rules, which is more conducive
to the conduct of the negotiations.
3.3 Differences of thinking patterns
Thinking pattern as a long-term cultural heritage, it imperceptibly influences
people’s social life. As far as eastern and western cultures are concerned, both show their
own characteristics on thinking patterns. Firstly, the oriental cultures lay emphasis on
deductive reasoning, which used to being from general to specific, that is, it derives
individual conclusions according to general principles. Western cultures lay emphasis on
inductive reasoning, which used to being from specific to general, that is, it finds the
common nature of one group from many individuals’ characteristics. Secondly, oriental
cultures prefer comprehensive thinking patterns, which means combining all parts of the
objects such as the properties and relations to a whole union. Western cultures prefer
analytical thinking, which separats the whole part into several constituent parts. Thirdly,
oriental people focus on unity; British and American focus on opposition. Based on the
differences of thinking patterns of objective existence, negotiators of different cultural
backgrounds show differences in decision-making, and they have formed the conflict
between two different decision-making methods, one is decision-making methods in
the order, and the other is overall decision-making methods. When facing with a complex
negotiation task, the westerners particularly the British and American adopt
decision-making methods in the order, they like to start with the specific things and think
that detail is the nature of the problem. If they have an advantage in a particular issue,
they will first talk about this content. They are not limited by the framework. In their
contracts, the identification of the clauses is m
ore careful than Asians. However, oriental
people like to adopt overall decision-making methods. They focus on talking about all
issues in one general discussion. There is no clear priority in order. In the negotiations,
they set a basic principle at first, like to talk about general issues, and then develop some
details of the negotiations, they often put details in the end of negotiations, and they think
it is good for future bargaining. Chinese will be perseverance if they regard something as
defining principle, and they shows great flexibility on the handling of specific details.
3.4 Differences of awareness
It is helpful to understand the differences of awareness between China and Western
countries. For instance, it is conducive to finding an effective channel of communication, 浙江越秀外国语学院毕业论文
6 managing the negotiation process and grasping the direction and progress of the
negotiations. The following illustrates some common differences of awareness.
3.4.1 Awareness of decision
When facing with complex negotiations, people from different countries use
different ways to make decisions. For example, for Japanese, decision is a collective
thing and needs to be agreed by the management. Japanese values and spiritual
orientation both are collective, and Japanese regard collectivity as a core. While in
Germany, decision-making is generally in the hands of the highest levels of the
companies.
3.4.2 Awareness of human
One distinguishing feature that is different from western countries is the human
problem. Chinese pay attention to the human feelings in all things and emphasize their
face, so negotiations affected by these problems inevitably. Chinese negotiators focus on
establishing harmonious interpersonal relationships and think that interpersonal rapport
has a great influence on the success of the negotiations. Westerners emphasize the pursuit
of interests under the existing conditions of market economy. Interpersonal relationships
are focused in the negotiations, but they are all emphasis on the interests. They will not
hesitate to select interests between human feelings and interests.
3.4.3 Awareness of interests
The main purpose of business negotiations is to gain benefit. In modern society,
Chinese and western negotiators both have the awareness of interests. The target of
negotiations clearly points to the interests and both two parties take interests as the main
evaluation index of the negotiations. But obviously, westerners have a stronger awareness
of interests than Chinese.
3.5 Differences of custom
International business negotiations usually have some formal or informal social
events, such as drinking tea, coffee and having dinner, and so on. These activities are
influenced greatly by cultural factors which condition the conduct of the negotia
tions.
Arabs often invite others to drink coffee in the social activities. According to their habit,
guests do not drink coffee is a very bad form and refuse a cup of coffee may cause
serious troubles. Germans are to dress at most of the time, but no matter what, they
would not keep their hands in the pockets, because doing so would be considered rude.
They are not used to shaking hands with people, and if you shake hands with them, they
will feel uneasy. Finland people will hold a banquet and treat a steam bath after the
success of business. A steam bath is an important ritual of Finland, and it represents a
welcome to guests, so this cannot be refused. In Australia, most of the trading activities
are conducted at bistros. Negotiators must remember who should pay the money for the
meal. Paying cannot be forgotten and overly positive. In South America, no matter how
the local climate is hot or not, it is better to wear dark clothing. South Americans like to 浙江越秀外国语学院毕业论文
7 be close to others and show intimacy when negotiating. Businessmen from the Middle
East are very hospitable, but they are lack of timing in negotiations, so negotiating with
them can not care about how long it takes, and negotiators should make efforts to win
their trust. That is, establishing a friend relationship first is easier to conclude the
transaction. In tense process of negotiations with the French, having dinners with them or
visiting places of interest is benefit for easing up the atmosphere and enhancing mutual
friendship. But we mustn’t do business on eating or playing, because it would ruin their
appetite and make them feel disappointed. French are used to commending the chef's
skill at table. In Japan, many transactions conclud after passing a few hours in hotels or
bars. Nordic and Americans like to keep a certain degree of privacy when doing business.
In the United Kingdom and Germany, new visitors are going to be shut out by the
secretary to avoid managers being disturbed in the meetings. In Spain, Portugal, and
South American, the phenomenon of working with the door open may occur, but new
guests are often being asked to wait outside. Arabs also have the habit of opening doors
so that guests are welcome at any time. So many times when talking to an Arab
businessmen, new guests may come in. The Northern Europe people and the Americans
who are used to being undisturbed will feel distress, because of sitting around several
new guests coming to visit.
3.6 Differences of national complex and mandarin complex
After the accession to the WTO, in order to improve the adaptability of foreign
culture, the Chinese Government emphasizes on following the WTO rules in
international business activities. But there are many obstacles in the process of
implementing this practice because of
the strong national complex and cultural complex.
The Chinese concept of face is one of the main factors hindering foreign cultural
adaptation of the Chinese businessmen. In Chinese business culture, face means that the
businessmen’s reputation and social status, and it is the main tool of measuring the social
value of a person. Face includes personal wealth, intelligence, physical appearance,
position and relationship with others. Face is just like money that can be earned and lost,
given and taken. Sometimes it even more important than life. It is inevitable to encounter
embarrassment or make mistakes in the negotiations, if Chinese businessmen are
unfamiliar with western cultures. Those dilemmas may cause them to lose face in front of
competitors or peers, thus it will affect the entire negotiations. Chinese people are often
very nervous, they are afraid that foreigners do not understand when foreign language is
used, afraid of specifically explaining the issue, afraid of making mistakes to become the
laughing stock, afraid of misunderstanding. All the situations will lead Chinese lose face.
Therefore, they will lack of confidence when negotiating with foreigners.
In addition, many Chinese have a mandarin complex. Most of the personnel
engaged in foreign trade regard learning English as a primary skill of negotiations.
English as a tool for international business negotiations has established its “Empire of 浙江越秀外国语学院毕业论文
8 language”, it not only unifies the negotiation language of the world economy, but also
has had a serious threat for the other languages. In despite of the increasing influence of
English in China, Chinese still are favor of mandarin. This is not only because of the
domination of mandarin in daily life, but also because that mandarin has an unbreakable
intricate complex of their mother tongue culture. In the foreign negotiations, because of
the differences of pragmatics, mandarin culture sometimes is used subconsciously in
using English, which makes others confused, even figure that they does not express their
real intention well in English, and also affects their thinking of communication. At the
same time, Chinese people regard mandarin as the cultural ties and spiritual pillar of
maintaining the Chinese nations and it is on behalf of our nation's dignity. If they cannot
use mandarin in the negotiations, it not only shows weakness in language, but also affects
their psychology and the statue in the negotiations. 4 Impacts of Cultural Differences on International Business
Negotiations 4.1 Impacts of cultural differences on negotiating teams
Culture is an important factor affecting the composition of negotiating teams, and
different countries are different in determining the selection criteria, quantity and division
of labor of negotiators.
The United States is a country with relatively small power
distance, so the choice of negotiating membership often focuses on eloquence,
professional standards, reasoning ability, and has nothing to do with negotiators’ status in
the company. Japan is a large power distance country, and status symbol here is very
important, so besides a certain degree of social competence, status and job title are also
important in the selections of negotiators. Therefore, negotiating with the Japanese
should follow the principle of reciprocity in the selections of negotiators, which means
that the identity and status of the negotiators should be commensurate with the identity
and status of the other negotiators. Otherwise, disrespect would be considered. In
addition, Japanese women have lower status in the society, so formal negotiations are not
suitable for the participation of women in General. Otherwise, Japanese will reveal their
dissatisfaction. The United States negotiators have innate self-confidence and superiority,
so their negotiators’ quantity fully embodies the capable principles, small team composed
of only a few people. Japanese teams are generally large to indicate value and be easier to
divide the functions. Teams with a few people are the lack of good faith from Japanese’s
perspective. In the United States, teams with so many people represent a lack of ability
and self-confidence. Lawyer is influenced by culture in the negotiations. American legal
concept is deep-seated, and lawyers play an important role in the negotiations. When in
business negotiations in particular the place of negotiation is in foreign countries, they
must bring their own lawyers. Japanese negotiating teams typically do not include
lawyers, Japanese think that people who discussing with lawyers every step are not 浙江越秀外国语学院毕业论文
9 reliable, and even think that bringing lawyers to participate in the negotiations is a hostile
act that deliberately making the legal disputes in the future.
4.2 Impacts of cultural differences on negotiating styles
Negotiating style is the tolerance and style of negotiators showed in negotiations,
and negotiating styles are reflected in the negotiators’ behaviors and the methods
controlling negotiating process in negotiations. Negotiating styles of the negotiators have
deep cultural imprint, culture not only determines the ethical and moral norms of
negotiators but also influences the ways of thinking and personality of negotiators, which
forms the different negotiating styles of negotiators with different cultural backgrounds.
Based on the difference of Chinese and Western cultures, for example, in the negotiations,
Chinese businessmen like to reach an agreement of the general principles of the relations
between two parties before working out the detailed que
stions. They like to arrange the
specific problems to the future, which means principles first and then the details. Western
businessmen such as the United States businessmen tend to be the details first and avoid
discussing principles. Westerners believe that details are the nature of the problem, the
question is not resolved if details are unclear, principles are just some ceremonial
statements. Therefore, they are more willing to think more in detail rather than discussion
of the principles. However, due to the different degrees of emphasis on negotiation
principles between China and West, facts show that principles first is bound to have
restrictions on the details discussed later. These differences often lead to difficulties in
Sino-Western exchanges. In addition, Westerners stress the power of collectivity, that is,
decentralization and emphasizing the responsibility of the individuals; And Chinese
people are more emphasis on collective responsibility, stress the power of the individuals,
that is, authoritarian. Chinese stress the position, while Westerners stress interests.
Because of the national character of Chinese people, they think face is really important
and especially sensitive for positions in the negotiations. Dispute of positions often cause
deadlock in the negotiations and result in bitter opposition to each other. Westerners look
interests more important than the positions. With the current global economic integration
and rapid development of communications and frequent contacts between businessmen
from different countries, they influence each other and learn from each other, some
businessmen’s country styles are not very obvious. Therefore, we should understand the
different styles of different businessmen from different countries; what’s more, we should
play it by ear in the actual business negotiations according to the temporary situation, and
appropriately adjust the negotiating styles to achieve the expected purpose and to be
successful.
4.3 Impacts of cultural differences on negotiating structures
The negotiating structure is inseparable from the culture just like the legal
framework and organization settings. These structural factors include the number of
participants in the negotiations, the amount of cognitive risks, distribution of rights 浙江越秀外国语学院毕业论文
10 between participants, as well as the degree of transparency of the process of negotiations
relative to spectators. In a business negotiation in China, foreign teams are usually
formed by the 3~5 persons, while China may have more than 15 persons staying in the
negotiating room. Foreign representatives not only need to negotiate with the Chinese
negotiators, but also need to negotiate indirectly or directly with the other parties such as
the head of State and Government. In the di
stribution of rights, Chinese negotiators will
view that a buyer's negotiators is in a dominant position in the negotiations, so there is no
doubt that negotiators in a dominant position have the greater advantage to offer advices
in favor of their own party. For Westerners, it is equal to the two parties, the content of
the negotiations is equal money and goods transactions, and this is unacceptable for the
Chinese negotiating parties. 5 Methods to Overcome the Cross-cultural Barriers 5.1 Doing good preparation for negotiations
In the negotiations, negotiators should clearly know themselves and properly
understand others. So it is essential for negotiators to do a good preparatory work.
Negotiating preparation include negotiating backgrounds, the assessment of the situation,
the facts need to be verified in the negotiating process, the agenda, the best options and
concession strategies. Before the negotiations, negotiators should be sure to understand
the culture and customs of the parties as much as possible, avoid misconduct which can
make others unpleasant and even affect the process and result of business negotiations. In
the heavily hierarchical cultures, improper room arrangements may give rise to the
other's fears and even angriness. Doing the full survey for the other party, analyzing their
strength and weakness to identify whether those problems can be talked about or not, and
analyzing which is the important and how important it is. At the same time, analyzing
your own situation is essential. If we are negotiating with a big company’s purchasing
manager, it is necessary to clearly know that what the main problem we are going to talk
about is.
5.2 Enhancing cross-cultural awareness of negotiations
International business negotiation is a kind of negotiation belonging to different
cultural thinking patterns, feelings and behavioral patterns. It’s much more challenging
than the negotiations in a single cultural environment, and its negotiating process is more
complex. Because negotiating process involves the power that different cultural norms
have not been aware of, and this insensible power of different cultural norms may
weaken the effective exchange. Therefore, in international business negotiations, we need
to strengthen the awareness of cross-cultural negotiations, recognize the difference of
needs, motivations and beliefs of negotiators with different types of cultural backgrounds,
and learn to understand, accept and respect others’ cultures, we cannot think that it
recognized in our own country is still equally effective in other countries. Under the
guidance of correct negotiating awareness, the negotiators should be flexible so that 浙江越秀外国语学院毕业论文
11 make the negotiating styles and strategies adapt to different types of business cultures.
5.
3 Overcoming cultural bias
Although people are generally aware of cultural differences existing, most people
are not aware of the different cultures need rational treatment. Cross-cultural negotiators
often intentionally or unintentionally explain and judge the others’ culture with their own
standards. Therefore, in international business negotiations, we must first give up
ethnocentrism and respect for foreign cultures and traditional customs. Don’t make
improper comments for others’ cultural norms, accept and respect their moral norms and
customs is a good habit; we must also avoid stereotypes in culture contact. We talking
about the differences between the two cultures is according to the overall trend and the
common characteristics, not sweeping generalization. The differences of personality must
exist and cannot be neglected. Stereotype makes it unable to objectively observe another
culture, lose sensitivity, and it is negative to the smooth progress of cross-cultural
communication. Understanding the other's culture, respecting for cultural differences,
learning tolerance and seeking the ways and means of accommodation, are the effective
ways for business negotiations carrying out smoothly.
5.4 Being a keen insight into the customs of negotiators
Before the international business negotiations, negotiators must be familiar with
others’ customs and taboos as much as possible in order to avoid making them unpleasant
because of not knowing their special customs and even influence the process and result
of the negotiations. China and Japan see the cranes as a symbol of long life. While in
France, it represents the immoral women and stupid people. Chinese hold the four in the
idiom four six in double is auspicious. But it is the special taboo in Japan, because the
pronunciation is similar to death. In the negotiations, the number of gifts, floor, room and
seating arrangements should be avoided four.
5.5 Maintaining neutrality on the cultural issues
In international business negotiations, different business cultures are sometimes
absolutely opposite, there are people who adhere to the principles and customs could be
incredible in our view. Be sure not to make improper comments to others’ cultural norms
and do not make the other people judge our own values, which will so easily trigger a
sharp contradiction. So when different cultures colliding in the negotiations, one must
learn to respect, look at things on the other’s perspectives as much as possible, extremely
small aspect cannot be ignored. Remember that economic interests in the negotiations is
first and the Center, instead of preaching, different cultures do not indicate better or
worse. Brand identity has few neutral things, and it generally reflects the concept of
peoples’ own culture or values.
5.6 Overcoming the communication obstacles
Mastering the languages of other
countries in the multinational communications has
very great significance for the smooth progress of the negotiations. The language barrier 浙江越秀外国语学院毕业论文
12 is a very formidable obstacle of negotiations, because it may lead to misunderstanding
between two parties and even cause the negotiations into a failure. Mastering a language
not means knowing the surface meanings of language, it is more important to know the
special underlying meanings of some words and phrases in certain cultures. Some words
with symbolism in two different cultures may imply very different meanings. For
example, in English the word dog symbolizes loyalty, but in China, the word dog is an
insult to the personality of others. Typically two ways we can adopt to prevent this from
happening, the first is to hire a translation really mastering two cultures and two
languages; the second method is to avoid the use of idioms or slang in the negotiations in
order to avoid misunderstandings, and consider using correct non-verbal communication
methods. 6 Conclusion Every culture has established a world view, that is, a unique perspective to observe
reality, a distinctive thinking, values and beliefs. International business negotiation is a
complex transnational, cross-cultural economic activity, it tied to culture, so cultural
differences will be the biggest challenge faced by China's enterprises going abroad and
foreign companies entering the Chinese market. In the process of international business
negotiations, one should infer the meanings from the perspective of cultural context,
learn about others’ culture, cultivate and improve the cognitive abilities of cross-cultural
context, and scan, analyze and solve problems with a cross-cultural perspective.
Therefore, for the sake of carrying out international business negotiations much more
smoothly, it is very important for the development of international business negotiation
theory and practice to research deeply into the issue of cross-cultural barriers in
negotiations.
浙江越秀外国语学院毕业论文
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