版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
Chapter7InterculturalBusinessNegotiationLearningObjectiveBytheendofthischapter,youshouldbeabletoDefinetheinterculturalnegotiationprocessDiscusswaysinwhichculturaldifferencescanimpactinternationalnegotiationDistinguishbetweennegotiationmodelsandstylesNegotiationTheword“negotiation”stemsfromtheRomanwordnegotiarimeaning“tocarryonbusiness”andisderivedfromtheLatinwordsneg(not)andotium(easeorleisure)NegotiationDefinedTwoormorepartieswithcommon(andconflicting)interestsenterintoaprocessofinteractionwiththegoalofreachinganagreement(preferablyofmutualbenefit)InterculturalNegotiationDefinedInterculturalnegotiationinvolvesdiscussionsofcommonandconflictinginterestsbetweenpersonsofdifferentculturalbackgroundswhoworktoreachanagreementofmutualbenefit.WhatisInterculturalNegotiationLike?TheyfurtherexplainthatnegotiationstakeplacewithinthecontextofthefourCs:commoninterest,conflictinginterests,compromise,andcriteria.1.Commoninterestconsidersthatbothpartiesinthenegotiationshare,have,orwantsomethingthattheotherpartyhasordoes.2.Areasofconflictinginterestsincludepayment,distribution,profits,contractualresponsibilities,andquality.3.Compromiseincludesareasofdisagreement.4.Thecriteriaincludeconditionsunderwhichthenegotiationstakeplace.InterculturalNegotiationVariablesAknowledgeoftheotherside’scultureallowsanegotiatortocommunicate,tounderstand,toplan,andtoanticipatemoreeffectively.1.FactorsInfluencingBusinessNegotiationTheprocessofinternationalbusinessnegotiationisconsideredtobeinfluencedbytwogroupsofvariables.
(1)BackgroundfactorsTheparties’objectives;Otheraspectsincludethirdpartiesinvolved,suchasconsultants,agents,andtherespectivegovernment;Thepositionofthemarket(seller’svs.buyer’s)
Theskillsandexperienceofthenegotiators.1.FactorsInfluencingBusinessNegotiation
(2)Atmospherevariables
Perceivedcooperation/conflict–thatthepartieshavesomethingtonegotiateforandsomethingtonegotiateabout;Poweranddependence-thatoneofthepartiesgainsmorepowerintherelationship;Perceiveddistance-thatthepartiesareunabletounderstandeachother;Theexpectationsofbothsides:
Long-termexpectationsofthetruedealsorbenefits;Short-termexpectationsconcerningtheprospectsofthepresentdeal.2.AnalysisofInterculturalNegotiationVariablesLet’sspecifyhowcultureaffectsinterculturalnegotiationinthetwelvevariablesraisedbyWeiss(1998)andseethedifferencesamongthesevencultures-American,Chinese,French,Japanese,Mexicans,NigeriansandSaudis.AnalysisofInterculturalNegotiationVariablesBasicconceptofthenegotiationprocess基本概念CulturalFactorsAttitudetowardconflictPrevailingresponsePredominantviewofbusinessrelationshipsPurposeofnegotiationFunctionalvs.dysfunctional;zero-sumvs.nonzero-sumDirectvs.indirect;confrontationalvs.avoidantCompetitivevs.collaborativeMaximizationofindividualvs.jointbenefitDistributivebargaining分配式谈判FunctionalDirect,confrontationalCompetitiveDistributivebargainingistheapproachtobargainingornegotiationthatisusedwhenthepartiesaretryingtodividesomethingup--distributesomething.
Itcontrastswithintegrativebargaininginwhichthepartiesaretryingtomakemoreofsomething.
Thisismostcommonlyexplainedintermsofapie.
Disputantscanworktogethertomakethepiebigger,sothereisenoughforbothofthemtohaveasmuchastheywant,ortheycanfocusoncuttingthepieup,tryingtogetasmuchastheycanforthemselves.
Ingeneral,integrativebargainingtendstobemorecooperative,anddistributivebargainingmorecompetitive.Commontacticsincludetryingtogainanadvantagebyinsistingonnegotiatingonone'sownhomeground;havingmorenegotiatorsthantheotherside,usingtricksanddeceptiontotrytogettheothersidetoconcedemorethanyouconcede;makingthreatsorissuingultimatums;generallytryingtoforcetheothersidetogiveinbyoverpoweringthemoroutsmartingthem,notbydiscussingtheproblemasanequal(asisdoneinintegrativebargaining).
Thegoalindistributivebargainingisnottoassurebothsideswin,butratherthatoneside(yourside)winsasmuchasitcan,whichgenerallymeansthattheothersidewilllose,oratleastgetlessthanithadwanted.(Distributivebargainingtacticsrarelyassumethepiewillbedividedinhalf.)DistributivebargainingmixedwithintegrativeaspectsDysfunctional,zero-sumIndirect,avoidantCompetitiveDebateFunctional,zero-sumDirect,confrontationalCompetitiveContingencybargainingDysfunctional,nonzero-sumIndirect,avoidantCollaborative2.SignificantIssuesSignificantIssuesSubstance
Relationship-basedProceduralPersonal/internalItcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.Itcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.StressingsubstantiveissuesPriceDeliveryQualityThenatureoftheparties’relationshipistheprimaryissueThe“heartofthematter”Relationship-based,procedural,andpersonalissuesConcentratingonrelationship-basedissues3.SelectionofNegotiatorsTheabilitycriterionNegotiator’ssubstantiveknowledgeoftheissuesNegotiator’sexperienceLargeteamsofvariedcompositionStatusAbilityStatus(sex,age,seniority)Knowledge4.Individuals’AspirationsEncouragingindividualaspirationsApplaudindividualachievementsIndividualaspirationsplayaminorbutchangingroleIndividualismisvaluedhighlyCollectivismisthequintessentialtrait5.Decision-makinginGroupDecisionstendtobemadebyindividualsDecisionstendtobemadeauthorativelyDecision-makingishighlycentralizedConsensus-buildingisthenorm6.OrientationtowardtimeTimemustbemaximizedNottobewastedPatienceisthewatchword.Punctualityisexpected.TheJapanesehavealongtimehorizon,buttheycanbepunctualinsomeareasandunconcernedinothers.7.Risk-takingpropensityTendtotakerisksAcceptuncertaintyRiskisavoided.ConservativeAversetouncertaintyandrisk8.BasesofTrustLooktothepastrecordofthosewithwhomtheyarenegotiatingTrustinsanctionsTrustworthinessisassessedonthebasisofpastrecord.Trustemergesslowly,usuallyasaresultofone’sdeeds.Trustrestsonpastrecordandotherwiseonintuition.9.ConcernwithProtocolAmericaninformalChineseformalitiesFrenchProperdemeanorandformalityJapaneseConservativeconductandformalpoliteness10.CommunicationComplexityAmericanVerbalLowcomplexityChineseHeavyuseofverbalcuesMorecomplexFrenchNeitherlownorhighJapaneseHighcomplexity11.NatureofPersuasionEmpiricalinformationRationalargumentsExperienceDogmaCarefullydevelopedandhighlyadmiredskillfulrhetoricSensitivityIntuition12.FormofAgreementDetailedwrittenagreementsareexpectedandaretobelegallybinding.Togetherwithaconcernforthe
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 信息技术与学科教学融合课教学设计表
- 温州市泰顺县招聘卫生健康事业单位专业技术人员考试试卷及答案
- 临沂市郯城县部分医疗卫生事业单位招募人员考试试卷及答案
- 古蔺县事业单位招聘工作人员考试试卷及答案
- 端午节活动方案集合八篇
- 七夕想念情人寄语
- 新学期的计划范例集合9篇
- 新学期学习计划范文十篇
- 电子的实习报告范文集锦5篇
- 《所仪的世界》读后感
- 人教版六年级数学上册【分层作业】3.4 分数混合运算(同步练习) 六年级上册数学同步课时练 (人教版含答案)
- AxureRP9网站与App原型设计(全彩慕课版)-教学教案
- 2023年营养师、营养指导员专业技能及理论知识考试题库(附含答案)
- 产品不良品(PPM)统计表格模板
- 土木工程施工-施工组织课程设计
- 军用无人机概述课件
- 讲师教练技术第一阶段导师讲义版本五
- 灶具安装熄火保护合同范本
- 《财务共享实务》课程期末考试题库及答案
- 门诊药房运用PDCA循环提高门诊药房用药交代率品管圈(QCC)活动成果报告书
- 2023学年完整公开课版aoouiu 省赛获奖
评论
0/150
提交评论