国际商务谈判（英文版）-课件 Topic 6 Trust-Relations-Ethics

Topic6:

Trust,RelationshipandEthicsinInternationalBusiness

NegotiationInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletodevelopwaystobuildandmaintaintrustinnegotiations;understandtheimpactofrelationshipsonnegotiations;knowunethicalandcontroversialnegotiationtacticsandbehaviors;describecriteriaforethicaldecision-making;developwaystodealwithunethicalnegotiationstrategies.2LessonPlanPart1Trust,RelationshipandEthicsinInternationalBusinessNegotiationPart2CaseStudy:AcquisitionNegotiationBetweenShandongMSteelGroupandThaiSF1.TrustinNegotiation(谈判中的信任)UnderstandTrustBuildTrustMaintainingTrust

41.1UnderstandTrustDeterrence-BasedTrust(基于威慑的信任)Knowledge-BasedTrust(基于了解的信任)Identification-BasedTrust(基于认同的信任)6Researchersusuallybelievetherearethreetypesoftrust:1.2BuildTrustFocusonCommonInterests(着眼于共同利益)MakeAdequatePreparationinAdvance(提前做好充分准备)Applythe“PrincipleofSimilarityAttraction”(运用“类似吸引原则”)IncreaseMutualFamiliarity(增加彼此的熟悉度)6Majorstrategiesforestablishingtrustincludethefollowing:1.3MaintainingTrustCreatea“BufferZone”(建立“缓冲地带”)IdentifyNegotiationTargets(明确谈判目标)BuildaLong-TermPerspective(建立长远眼光)6Tomaintaintrust,weshallpayattentiontothefollowingsinnegotiations:2.RelationshipsinNegotiation(谈判中的关系)Relationshipscanbecategorizedinto:Friendship(朋友关系)BusinessRelationship(商业关系)EmbeddedRelationship(嵌合式关系)

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ACombinationofFriendshipandBusinessRelationship82.1Friendship(朋友关系)Thevaluepreferencebetweenfriendsandbusinesspartnersisdifferent.Thestandardsoffairnessforfriendsandthoseforbusinesspartnersaredifferent.Whilenegotiatingwithfriends,itisdifficulttoreachanoptimalagreement.52.2BusinessRelationship(商业关系)Weareunabletochooseourbusinesspartners.Inbusinesspartnerships,statusandhierarchicaldifferencesarecommon.52.3EmbeddedRelationship(嵌合式关系)Thisrelationshipoffersthebenefitofreducedcoordinationexpenses,butitcanalsocausenewissues:Thereisnoemotional“bufferzone”inanembeddedrelationship.Theremaybevalueconflicts.Ifwechoosetodobusinessexclusivelywithpeopleweknow,informationmayberelativelyisolatedandwemaybecomeshortsighted.53.EthicalConsiderationsinNegotiation

(谈判中的道德规范问题)QuestionableNegotiationBehaviorsMotivesforUnethicalNegotiationBehaviorsEthicalChallengesinCross-culturalContextsTheCriteriaforEthicsinNegotiationsDealingwithUnethicalBehaviors123.1QuestionableNegotiationBehaviors(有争议的谈判行为)Lying(说谎）RenegingonNegotiatedAgreements(违背谈判协议)NickelandDiming(蚕食策略)GoodGuyandBadGuy(黑白脸)Cherry-picking(摘樱桃)Traditionalcompetitivebargaining(讨价还价)Improperinformationgathering(不正当信息收集)Fakingemotions(表达不真实情绪)63.2MotivesforUnethicalNegotiationBehaviors(不道德谈判行为产生的原因)BoundedEthicality(有限道德)IllusionofSuperiority(优越感错觉)Overconfidence(过度自信)63.3EthicalChallengesinCross-culturalContexts(跨文化语境下的道德规范挑战)Negotiatorsshouldfullyunderstandtheircounterparts'culturalbackground,assessthepotentialethicalrisks,anddevelopmeasurestomitigatetheserisks.Itisessentialforcross-culturalnegotiatorstobeawareoftheirownethicalbottom-line.Neverassumethatpersonsfromthesamecultureadheretothesameethicalnorms.53.4TheCriteriaforEthicsinNegotiations(谈判中伦理道德的判准)PutYourselfinOther’sShoes(换位思考)PublicTrial(公众审判)Third-partyStrategy(第三方策略)RoleModels(行为榜样)63.5DealingwithUnethicalBehaviors(不道德策略的应对)RecompenseInjurywithJustice(以德报怨)MaketheRule(制定规则)HoldBack(按捺不发)6LessonPlanPart1Trust,RelationshipandEthicsinInternationalBusinessPart2CaseStudy:AcquisitionNegotiationBetweenShandongMSteelGroupandThaiSFCaseStudyNowweapplywhatwehavelearnedtoanacquisitionnegotiationbetweenShandongMSteelGroupandThaiSF.19ShandongMSteelGroupThailandSiamFittingsLimitedCaseStudyPleasereadthecasebackground,anddiscuss:Howwilltrustandrelationshipbetweenthetwonegotiatingpartiesaffectthenegotiationprocess?AsanegotiatorfromMGroup,whatpreparationsdoyouthinkyoushouldmaketobuildtrustandcommunicateeffectivelywiththeforeignside?20CaseStudyPleaseread“processandstrategies”,anddiscuss:Basedontheplanningdocumentandspecifictactics,canyousummarizethegeneralstrategiesoftheChinesesideinbuildingtrustwiththeThaiside?Canyouthinkofothertacticstoenhancethetrustbetweenthetwoparties?Whatarethepossibleconsequencesofunethicalnegotiationtactics?Whymaynegotiatorsgetintomoreethicaldilemmasincross-culturalnegotiations?Whatdoyouthinkshouldbedonetowardoffotherparty’sunethicalbehaviors?Whatshouldyoudoiftheotherpartyusesunethicaltactics?21CaseStudyPleaseread“agreementandreflection”,anddiscuss:WhateffortshaveSiamFittingsmadetoadapttothelocalbusinessenvironmentaftertheM&A?HowdidMdealwiththerelationshipwithvariouslocalstakeholders?Whatkindofpositiveimpactmaytheseeffortsandpracticeshaveonthefuturedevelopmentoftheenterprise?22Summaryand