Influence of Culture on Negotiation Style (original) (raw)
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Impact of Culture on Business Negotiation: A Study of Chinese Firms in Nigeria
In today's global business environment, cross-cultural negotiation has become a popular area of study. Therefore, understanding cultural dimensions of foreign business executives is one of the most important aspects of being successful in any international business attempt. This study investigates how culture influences negotiation styles used by Chinese firms in Nigeria. Primary data was collected by means of a well-structured questionnaire and the data collected were collated and analyzed using the Statistical Product and Service Solution (SPSS). The study had a sample size of 126 respondents from a targeted population comprising of Chinese business executives of which, only 120 respondents returned the questionnaires dispatched. Correlation analysis was done using Pearson correlation coefficient, while one way analysis of variance (ANOVA) and multiple regression analysis were employed to investigate the variations observed. Based on Hofstede's cultural dimension index, results showed that the culture profile of the Chinese respondents exhibited high power distance (PDI-74), low uncertainty avoidance (UAI-39), masculinity (MAS-60), and collectivism (IDV-32). The results also proved that, power distance and uncertainty avoidance influenced choice of negotiation style, while masculinity and collectivism did not affect negotiation style. The findings of this study suggests the need to build guanxi with Chinese negotiators, as a tool for building trust and recommended that Nigerian companies looking to attain success in working with Chinese firms should ensure management and employees have a sound knowledge of their counterpart's cultural background, if they want to avoid conflicts and misunderstanding of each other at the negotiating table. The findings of this study will help both Chinese and Nigerian business executives to achieve successful negotiations.
Culture and Negotiation Strategy
Negotiation Journal, 2004
As noted by , France is an enigma. Descriptive accounts suggest it is both a high-and low-context culture. French diplomacy, which dominated eighteenth and nineteenth century European politics, certainly was high-context -nuanced, secretive, and indirect. Evidence of this subtle communication style along with an inductive problemsolving approach and reliance on context (Schneider and Barsoux 1997) suggest that French negotiators will use relatively more indirect communication.Yet,today,French institutions (e.g.education) emphasize an analytical approach to problem solving and attention to facts ,suggesting that negotiators may also use direct communication.
Culture and Gender Differences in Negotiation Styles
International Journal of Scientific and Technological Research, 2017
Culture and Gender differences became an important topic in managing organizations in the last two or three decades. Culture, gender and power positions are the variables of a negotiation. This paper examines the different negotiation styles used by different cultures and genders. Choice of conflict management strategy depends on the characteristics of that culture. There are two main kinds of characteristics, which are collectivist and individualist cultures. Collectivist cultures use compromising, accommodating and avoiding strategies while individualist cultures use forcing, compromising and collaborating negotiation styles. Studies show that individualistic cultures are American and Australian cultural that give high value on individualist achievement. Collectivist cultures are Asian and Chinese cultures that give high value on conformity and tradition. The same division between negotiation styles can be seen between genders. There are perceptions that the outcome of the negotia...
Cultural Influences in NegotiationsA Four Country Comparative Analysis
International Journal of Cross Cultural Management, 2007
Empirical work systematically comparing variations across a range of countries is scarce. A comprehensive framework having the potential to yield comparable information across countries on 12 negotiating tendencies was proposed more than 20 years ago by Weiss and Stripp; however, the framework was never operationalized or empirically tested. A review of the negotiation and cross cultural research that have accumulated over the last two decades led to refinements in the definition of the dimensions in the framework. We operationalized four dimensions in the Negotiation Orientations Framework and developed the Negotiation Orientations Inventory (NOI) to assess individual orientations on those four dimensions. Data were collected from a sample of 1000 business people and university students with business experience from Finland, Mexico, Turkey, and the United States. Results are presented and further scale development is discussed. Findings establish the utility of the dimensions in the framework in making comparisons between the four countries.
The science of culture and negotiation
Recent negotiation research has produced a groundswell of insights about the effects of culture on negotiation. Yet, few frameworks exist to organize the findings. This review integrates recent research using a two-dimensional framework: The first dimension organizes the research into that which has taken: (1) a comparative intracultural approach, versus (2) an intercultural approach. The second dimension organizes the research by its emphasis on: (1) inputs into negotiation, (2) processes of negotiating, and (3) outcomes of negotiation. This framework helps to organize extant research and produces novel insights about the connections between disparate research streams, revealing both commonalities and culture-specificities in negotiation strategy and outcomes and suggesting that intercultural negotiations are difficult but not insurmountable. We conclude by discussing several areas in which more research on culture and negotiation is urgently needed in today's globalizing world.
Journal of World Business, 2006
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. # 2006 Elsevier Inc. All rights reserved.
Cultural influences to Negotiation
2020
The cultures will be influencing the negotiation process by the thoughts of people, different communication processes, and behavior which create the barriers for the Negotiation. The paper is to analyze a previous studies conducted on the Cultural Influence on Negotiations and their Impacts.
Business negotiation tendencies of Finnish and Kosovan negotiators: The role of culture
2021
In today’s global economy, international business negotiations play a fundamental and critical role in every aspect of conducting business. International business negotiation does not only involve mastering the issues that are being discussed, but also cultural sensitivity in understanding the characteristics and behaviors of the partners and adapting one’s way of negotiating. The purpose of this study is to explore the role of culture in the negotiating tendencies of Finnish and Kosovan business negotiators by using Salacuse’ s framework of ten elements and Hofstede's cultural framework. As a research approach, the quantitative method was applied. The analysis of Finnish and Kosovan negotiation tendencies was studied through a questionnaire, where 10 Finnish negotiators and 10 Kosovan negotiators participated. The questionnaire was sent to each respondent separately via e-mail. Findings suggest that only four out of ten elements (personal style, agreement building, team organiz...