The-Culture-Factors-in-Successful-Business-Negotiation--文化因素与成功的商务谈判.doc
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1、The Culture Factors in Successful Business Negotiation文化因素与成功的商务谈判【摘 要】随着经济全球化的趋势、国际商务活动的日益频繁,越来越显示出对多元文化理解的必要性和跨文化谈判能力的重要性。商务谈判中的文化因素引起了人们越来越多的关注。无庸置疑,在跨文化的商务谈判中,除了基本的谈判技巧、理解不同地区的文化因素、认识文化差异外,还要采取相应的策略和不断调整自己的谈判风格,这样将对成功的商务谈判起到至关重要的作用。【关键词】文化;因素;商务谈判 I. IntroductionWith the emergence of economic gl
2、obalization and Chinas entry into WTO, international business becomes increasingly intercultural. As international business relations grow, so does the frequency of business negotiations among people from different countries and cultures. And that can create considerable challenges for business repr
3、esentatives unfamiliar with the cultures of different groups. So the intercultural approach to international business negotiation has attracted increasing academic attention. Negotiations can easily break down because of a lack of understanding of the cultural component in the negotiation process. T
4、herefore, to the successful negotiations, the two sides must first understand the cultural differences. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators. Thus in an
5、intercultural negotiation, in addition to the basic negotiation skills, it is important to understand the cultural differences, and to modify the negotiation style accordingly. This paper focus on the four dimensions of culture and different negotiating styles to illustrate the importance of the cul
6、ture factors in business negotiation.II. Negotiation and CultureThe very definition of negotiation, in its modern sense, can vary from culture to culture. What a negotiation is designed to accomplish is seen differently by different groups of people. Before one even comes to the table, such differen
7、ces in the meaning or purpose of the negotiation affect the negotiation, as how one defines the process of negotiating is culturally determined. Some cultures see it only as an opportunity to bargain, others as the establishment of a lifetime relationship that goes beyond the occasional meeting, sti
8、ll others as an opportunity to demonstrate their capacity for eloquence and debate. Some do not see negotiation as a process at all. For instance, Americans and Europeans tend to see negotiations as a competitive process; the Chinese and the Japanese see it as a collaborative endeavor. So there are
9、many more challenges in an intercultural environment than in a mono-cultural setting. Intercultural negotiations are negotiation where the negotiating parties belong to different cultures and do not share the same ways of thinking, feeling, and behavior. The negotiation process is generally more com
10、plex because cultural norms may undermine effective communication. III. Some Culture Factors in Business NegotiationLanguage goes beyond the spoken word, encompassing nonverbal actions and behaviors that reveal hidden clues to culture. In the negotiation process, interpersonal communication is the k
11、ey activity that takes place at the verbal, nonverbal, situational contextual level, and a total communication system can assist the negotiator to bridge the gap between utterance and felt meaning. Three key topics-time, space, body language-offer a starting point from which negotiators can begin to
12、 acquire the understanding necessary to do business in foreign countries. TimeTwo different orientations to time exist across the world: monochronic and polychronic. Monochronic approaches to time are linear, sequential and involve focusing on one thing at a time. These approaches are most common in
13、 the European-influenced cultures of the United States, Germany, Switzerland, and the Scandinavia. Japanese people also tend toward this end of the time continuum. Polychronic orientations to time involve working on several activities simultaneously. The time it takes to complete an interaction is e
14、lastic, and more important than any schedule. This orientation is most common in Mediterranean and Latin cultures including France, Italy, Greece, and Mexico, as well as some Eastern and African cultures.SpaceSpace orientations differ across cultures. They have to do with territory, divisions betwee
15、n private and public, comfortable personal distance, comfort or lack of comfort with physical touch and contact, and expectations about where and how contact will take place. For example, an American etiquette manual advises this about personal space: “When you meet someone, dont stand too close. An
16、 uncomfortable closeness is very annoying to the other person, so keep your physical distance, or hell have to keep backing off from you. A minimum of two feet away from the other person will do it.”There are large differences in spatial preferences according to gender, age, generation, socioeconomi
17、c class, and context. These differences vary by group, but should be considered in any exploration of space as a variable in negotiations. Body LanguageBody Language can be telling as it can help one determine the exact meaning of what the other side is saying and also can help you get your own mess
18、age across. Likes and dislikes, tensions, and assessing an argument are shown by numerous signs such as blushing, contraction of facial muscles, giggling, strained laughter or simply silence. Wherever a party negotiates, the negotiator must watch and observe the other party. People, when seated, lea
19、n forward if they like what you are saying or are interested in listening. They sit back with crossed arms if they do not like the message. Nervousness can manifest itself through nonverbal behavior, and blinking can be related to feeling of guilt or fear. IV. Four Dimensions of CultureAny analysis
20、of culture is incomplete without the basic recognition of cultural differences. It has been argued that differences among cultures can be explained according to four dimensions of culture.Individualism-CollectivismIn individualistic cultures the focus of ones behavior can be unashamedly self-centere
21、d. The individual can make objections, state his feelings and be openly judgmental. Success or failure is left to the individual and does not cause the same degree of shame among the group. In individualistic cultures, people tend to put tasks before relationships and to value independence highly. P
22、eople in these cultures are expected to take care of themselves and to value the needs of the individual over those of the groups, community, or society. Individualistic cultures prefer linear logic and tend to value open conflict. Members from individualistic societies expect the other sides negoti
23、ators to have the ability to make decisions unilaterally.Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more concern for the needs of the other party and focus more on group goals than individualistic s
24、ocieties. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations.Power DifferentialThe idea of power differential describes the degree of deference and acceptance of unequal power between people. Cultures where th
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- The Culture Factors in Successful Business Negotiation 文化 因素 成功 商务 谈判
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