国际商务谈判英文版版教学课件第10章

1、Part ThreeApplications and Special Scenarios Chapter 10 Cross-Cultural Negotiation10-1Learning About CulturesNegotiations across cultures are not only commonplace but a requirement for effective management in multinational and international companies.10-2In order to learn about how cultures change a

2、nd grow, it is important to develop a framework for thinking about a culture and the heterogeneity within cultural groups.Culture as an iceberg (Exhibit 10-1)Distinguish stereotypes from prototypes10-3Learning About CulturesSource: Adapted from French, W. L., & Bell, C. H. (1923). Organization Devel

3、opment behavioral science in interventions for organization improvement (p. 18). New Jersey: Prentice-Hall.Exhibit 10-1: Culture as an icebergCultural Values and Negotiation Norms10-4Consider these three dimensions of culture:Individualism versus collectivismEgalitarianism versus hierarchyDirect ver

4、sus indirect communicationSee Exhibit 10-2.Cultural Values and Negotiation Norms10-5Aspects of an individualistic culture include:The pursuit of happiness and regard for personal welfare are paramount.People give priority to their personal goals, even when those goals conflict with those of their gr

5、oup.Individual happiness and expression are valued more than collective and group needs.People enjoy having influence and control over their world and others.Individual accomplishments are rewarded by economic and social institutions.Legal institutions are designed to protect individual rights.Cultu

6、ral Values and Negotiation Norms10-6Aspects of a collectivistic culture include:Culture rooted in social groups and individuals are viewed as members of groups.People view their in-groups as fundamental parts of themselves and give priority to in-group goals.People are concerned about how the result

7、s of their actions affect members of their in-group.Resources are shared with in-group members.Emphasis is placed on the importance of adjustment, harmony, and the sacrifice of personal needs for the greater good.Legal institutions place the greater good of the collective above the rights of the ind

8、ividual.Cultural Values and Negotiation Norms10-7Individualism versus collectivism involves a variety of implications for the conduct of negotiations, such as:Social networks (Exhibit 10-3)CooperationIn-group favoritism (Exhibit 10-4)Social loafing versus social strivingEmotion and inner experienceD

9、ispositionalism versus situationalism (Exhibit 10-5)Preferences for dispute resolution10-8CultureDominant AttitudeBusiness RelationshipsNorth American: Economic individualismShort-livedMarket norms Low-multiplexityFilial loyaltyDirected upward to the powerfulEconomic collectivismGerman: Economic col

10、lectivismBounded by formal rulesLegal-bureaucratic norms Low affectivitySpanish: Self-expressive collectivismLong-livedAffiliative norms High affectivityCultural Values and Negotiation NormsExhibit 10-3: Dominant norms of business relationsSource: Based on Morris, M. W., Podolny, J. M., & Ariel S. (

11、2000). Missing relations: Incorporating relational constructs into models of culture. In P. C. Earley, & H. Singh (Eds.), Innovations in international and cross-cultural management (pp. 5290). Thousand Oaks, CA: Sage; Morris, M. W., Podolny, J., & Sullivan, B. N. (2008). Culture and coworker relatio

12、ns: Interpersonal patterns in 10-9Cultural Values and Negotiation NormsExhibit 10-5: Dispositionalism versus SituationalismDiagrams showing the trajectories of fish. The dark fishes have the darkest arrows in these diagrams. In A, the group joins the individual (top), and the individual joins the gr

13、oup (bottom). In B, the group leaves the individual (top), and the individual leaves the group (bottom).Cultural Values and Negotiation Norms10-10Aspects of an egalitarian power culture:Everyone expects to be treated equally.Egalitarian power relationships do not mean that everyone is of equal statu

14、s, but that status differences are easily permeated.Members are empowered to resolve conflict themselves.In egalitarian cultures, a negotiators BATNA and information are key sources of power.Cultural Values and Negotiation Norms10-10Aspects of a hierarchical power culture:Great deference is paid to

15、status.Status implies social power and is not easily permeated or changed.Social inferiors are expected to defer to social superiors who are obligated to look out for the needs of social inferiors.Conflict between members of the same social rank in hierarchical cultures is more likely to be handled

16、by deference to a superior than by direct confrontation between social equals.Cultural Values and Negotiation Norms10-11Egalitarian/hierarchical power relationship implications for negotiations:Choose your representative carefully.Understand the network of relationships.Understand “face” concerns.Un

17、derstand the proper conduct of negotiations for that culture.See Exhibit 10-6.10-13Cultural Values and Negotiation NormsExhibit 10-6: Position of countries on power distance and individualismSource: Hofstede, G., Hofstede, G.J., & Minkov, M. (2010). Cultures and Organizations, Software of the Mind (

18、3rd Ed). Chicago: McGrawHill.Cultural Values and Negotiation Norms10-13In cultures with direct communication norms:Messages are transmitted explicitly and directly.Communications are action-oriented and solution-minded.Information is provided without nuance and is context free.Negotiators often ask

19、direct questions about interests and alternatives.Cultural Values and Negotiation Norms10-14In cultures with indirect communication norms:People avoid direct confrontation when conflict occurs.The meaning of communication is inferred rather than directly interpreted.The context of the message stimul

20、ates pre-existing knowledge that is then used to gain understanding.People prefer sharing information indirectly, telling stories to influence their opponents, and gleaning information from proposals.See Exhibit 10-7.10-16Cultural Values and Negotiation NormsExhibit 10-7: Direct and indirect communi

21、cation culturesSource: Based on Brett, J. M. (2007). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (2nd ed.). San Francisco: Jossey-Bass.Direct Communication CulturesIndirect Communication CulturesGermanyJapanUnited StatesRussiaSwitzerl

22、andFranceScandinavian culturesSaudi ArabiaMediterranean peoplesIn general, cultures in which people have extensive information networks among family, friends, colleagues, and clients and in which people are involved in close, personal relationshipsCultural Values and Negotiation Norms10-16Direct ver

23、sus indirect communication norms and their implications for negotiation:Research has revealed that cultures that use direct information-sharing strategies or a combination of direct and indirect strategies reach the most integrative, pie-expanding agreements.In direct cultures, the process of deal-m

24、aking comes first; in indirect cultures, the relationship comes first and provides a context for making deals.In collectivistic cultures, shaming is a common form of social control. In contrast, American managers are more likely to choose a direct approach in response to a conflict.Key Challenges of

25、 Intercultural Negotiation10-17Negotiators face a number of challenges when negotiating interculturally, including:Expanding the pieDividing the pieSacred values and taboo trade-offsBiased punctuation of conflictEthnocentrism (Exhibit 10-8)Affiliation biasFaulty perceptions of conciliation and coerc

26、ionNave realismPredictors of Success in Intercultural Interactions10-18The following personality characteristics predict a negotiators success in intercultural interactions:People who think in terms of conceptual complexity and broad categoriesEmpathySociabilityCritical acceptance of stereotypesOpen

27、ness to different points of viewInterest in the host culture10-19Personality characteristics that predict a negotiators success in intercultural interactions (continued):Task orientationCultural flexibilitySocial orientationWillingness to communicatePatienceIntercultural sensitivityPredictors of Suc

28、cess in Intercultural Interactions10-20Tolerance for differences among peopleSense of humorSkills in collaborative conflict resolutionPredictors of Success in Intercultural InteractionsPersonality characteristics that predict a negotiators success in intercultural interactions (continued):Advice for

29、 Cross-Cultural Negotiations10-21The cultural intelligence of negotiators predicts the extent to which negotiators engage in integrative behaviors and maximize joint profit in intercultural negotiations. (Exhibit 10-9)Anticipate differences in strategy and tactics that may cause misunderstandings.Cu

30、ltural perspective takingRecognize that the other party may not share your views of what constitutes power.Advice for cross-cultural negotiations:Advice for Cross-Cultural Negotiations10-23Avoid attribution errors.Find out how to show respect in the other culture. (Exhibit 10-10)Find out how time is

31、 perceived in the other culture.Know your options for change. (Exhibit 10-11)Advice for cross-cultural negotiations (continued):Advice for Cross-Cultural Negotiations10-22Advice for International NegotiatorsAcknowledge differences at the individual and societal levels.Trade off differences in preferences and abilities.Ask questions to ensure understanding of the other partys perspective.Understand the norms and their underlying meanings.Avoid arguing the inherent legitimacy of a social system.Be prepared to manage bureaucratic interactions with go