Intercultural Business Negotiations Deal-Making or Relationship Building?
Negotiations occupy a prominent place in the world of business, especially when it comes to international deals. In an increasingly global business environment, understanding and managing cultural differences is key to successful negotiations. This book highlights two basic components of negotiation...
Saved in:
| Main Author | |
|---|---|
| Format | eBook Book |
| Language | English |
| Published |
Oxford
Routledge
2019
Taylor and Francis Taylor & Francis Taylor & Francis Group |
| Edition | 1 |
| Subjects | |
| Online Access | Get full text |
Cover
Loading…
Table of Contents:
- The basic ingredients of conflicts -- Dependence -- Dependence asymmetry and interdependence: A multiplicative casting -- Interdependence -- Assumed deal dependencies progressively develop into relational interdependence -- Dilemmas, conflicts, and disputes -- Dependence asymmetry, interdependence, and opportunism -- Dilemmas in ICBN -- Dilemmas in negotiation micro-moves -- Conditionality and reciprocation -- Iterated PD strategies applicable to negotiation beyond isolated micro-moves -- Basic characteristics of micro-move strategies -- Opportunism at the interface between deal and relationship -- Defection and opportunism -- "Uninterpretables" and indulgence in ICBN -- Conflict, cooperation, and defection in ICBN -- A static view of conflict resolution -- Compatible and incompatible orientations in conflict resolution modes -- Reciprocity, trust, and loyalty -- Reciprocity -- Trust -- A definition of trust -- Trust as a fragile asset -- Key factors of trust and trust-based relationships -- Loyalty -- Dispute resolution in ICBN -- Disputes: A mix of interest divergence and relational conflict -- Archetypical situation at the boundary of interest divergence and relational conflict -- 1. Deceitful Paradise? -- 2. Peaceful Deadlock? -- 3. Useless Confusion? -- 4. Fertile Inferno? -- Interpersonal and/or inter-organizational relationships and conflicts -- Third parties and alternative dispute resolution (ADR) -- Conclusion -- Notes -- 4 Cultural time orientations in negotiation -- The influence of time on intercultural business negotiations -- Cross-cultural differences in the patterning of time -- Dimensions of time orientations -- Economicity of time -- Monochronic versus polychronic use of time -- Linearity versus cyclicity of time -- Temporal orientations: past, present, future -- Combined cultural models of time: The Japanese Makimono time
- Loss aversion and avoidance or acceptance of sunk costs
- Cover -- Half Title -- Endorsement -- Title Page -- Copyright Page -- Table of contents -- List of figures and tables -- Preface -- Part one Calculative vs relational rationality in intercultural business negotiations -- 1 Deal and/or relationship -- Negotiation defined -- A general definition of negotiation -- Alternative functional definitions of negotiation -- The negotiation system -- Bargaining versus negotiation -- Bargaining and reservation price -- The negotiation setting -- Conditions, objects, and context -- Nature and origin of knowledge about negotiation -- The interdisciplinary nature of negotiation research and knowledge -- A favourable picture nuanced -- Deal or, and/or Relationship -- Definitions of deal and relationship -- Should deal and relationship be separated, divorced from each other? -- What comes first? What should come first? -- Combination of deals and relationship patterns over time -- Deal patterns -- Relationship patterns -- Wrong assumptions about relationships -- Key negotiation concepts in the light of the deal versus relationship paradigm -- Walk-away options: The Best Alternative To a Negotiated Agreement -- Integrative orientation versus distributive orientation -- Concern for the other party's outcomes -- Two meaningful metaphors about negotiation: Card game and theatre play -- Information, power, and asymmetries -- The market background of ICBN -- Do negotiation concepts apply cross-culturally and interculturally? -- How this book is organized -- Notes -- 2 A cultural perspective on deal-making versus relationship-building -- Does culture matter for international negotiations? -- Introductory caveats -- However, culture matters.… -- Culture defined -- Culture as learned and forgotten norms and behavioural patterns -- Definitions of culture
- Should culture be quantitatively measured or thickly (qualitatively) described? -- Task-orientation versus people-orientation -- Doing orientation -- Being orientation and ICBN -- I, we, and they in ICBN: Interacting with foreigners -- Outgroup orientation: We (including They) are - fundamentally - the same -- Ingroup orientation: We and They are fundamentally different -- Interaction patterns: Individualism vs collectivism -- Individualism -- Collectivism -- Culture, concern for the other party's outcome, and the "mythical fixed pie" -- Cultural orientations favouring an integrative strategy -- ICBN versus intracultural negotiation -- Power play: Horizontal and vertical negotiation interactions -- Status and power are important -- Influence of low/high power distance on ICBN -- Formal vs. actual power orientation in ICBN -- Synchronizing tasks or prioritizing personal bonds -- (Joint) utility vs. (shared) identity -- Utilitarian, privileging utility -- Identitarian, privileging identity -- Language and communication styles -- Low-context communication style -- High-context communication style -- Mindsets -- Synchronizing with others: Time orientations -- Outcome orientation: Comprehensive contractual arrangement versus broad relational agreement -- Contract versus relationship -- Different attitudes to litigation and (the threat of) legal disputes -- A summary of cultural orientations associated with a Deal-Making versus a Relationship-Building style -- Mirror games in ICBN: Comparing, stereotyping, pretending, adapting, and adjusting -- Comparison is not interaction -- Pretending -- Adapting and adjusting in ICBN -- Emotions in ICBN -- Adjusting rationally by combining different rationalities -- Notes -- 3 Quandaries in negotiation: Dilemmas, conflicts, and disputes in ICBN -- Interdependence and divergence of interests, concerns, and goals
- Starting the negotiation: Preliminaries, agenda, and schedule -- Time for preliminaries -- Setting the agenda and scheduling the negotiation process -- Making appointments and setting deadlines: Managing temporal clash in ICBN -- Time in the negotiation process -- Temporal clashes between negotiating organizations -- Time-based tactical moves: Exerting time pressures in the bargaining process -- Timing of concessions -- Time frame of the relationship between negotiation partners -- Negotiations strategies: Long-term orientation as favouring an integrative strategy -- Making plans together: Coordinating and planning common ventures -- The fallacies of borrowed time patterns in intercultural negotiation -- Ideal and actual temporal behaviour -- Hidden language of time -- Relationship versus deal: Continuous versus discontinuous views of time -- Time as an outcome variable -- Written agreements as a timeline for negotiations -- Managing time shrewdly in ICBN -- Temporal adjustment in intercultural business negotiations -- Some rules for managing time in international business negotiations -- Notes -- Part two People and processes -- 5 Intercultural communication for business negotiations -- Information exchange: Messages, channels, context, and coding-decoding processes -- Communication and negotiation -- Reasons for voluntarily sending distorted messages in negotiation -- Contextual cues in ICBN communication -- The cultural context of communication styles -- Low- and high-context communication styles: Explicit versus implicit messages -- Contextualizing messages as an element of communication style -- Message format and information exchange -- LC cultures and explicit communication -- High-context cultures: A more diffuse communication style -- Limitations of Hall's high/low-context cross-cultural communication framework
- Non-verbal communication in ICBN -- Essentials of non-verbal communication -- Body language and non-verbal communication -- Communication through gestures (body language) -- Facial expressions and communication with the eyes -- Interpreting the other party's non-verbal language -- The role of language in ICBN communication -- Languages and HC/LC communication styles -- Language differences and ICBN communication -- Language choice and the role of interpreters -- How to avoid communication misunderstandings during the negotiation process -- Sources of communication misunderstandings in ICBN -- Courtesy and apology in ICBNs -- Mindsets: Big picture versus micro-focus orientation -- Arguing and being persuasive in negotiation: Data, theory, speech, and virtue -- Choice of communication channels for ICBN -- Active listening: A solution for avoiding cultural misunderstandings -- Notes -- 6 Negotiation.styles: Gender, personality, profession, and organization -- How individual negotiator characteristics influence ICBN -- Individual and organizational cues, credibility, complicity, and joint rationality -- Who is seen as a credible negotiation partner? By whom? -- Self-concept, self-image, and credibility -- Decoding-encoding signs of credibility -- Gender, age, and status in ICBN -- Gender issues in ICBN -- Cross-cultural differences in attitudes towards younger/older people and age credibility -- Compensating for low credibility -- Professional background and ICBN behaviour -- The case for profession-based affinities in ICBN: Shared education -- Lawyers in ICBN: A problematic case -- Organizational culture and intercultural business negotiations -- Individual negotiator's cognitive and affective biases -- Impact of framing effects on negotiation -- Superiority and positive illusions, overconfidence, and wishful thinking