国际商务谈判英文版版教学课件第10章.pptx

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

2、 and 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 Development be

3、havioral 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 collectivism Egalitarianism versus hierarchy Direct versus indirect

4、 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 group.Individua

5、l 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.Cultural Values an

6、d 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 results of their ac

7、tions 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 individual.Cultura

8、l Values and Negotiation Norms10-7Individualism versus collectivism involves a variety of implications for the conduct of negotiations,such as:Social networks(Exhibit 10-3)Cooperation In-group favoritism(Exhibit 10-4)Social loafing versus social striving Emotion and inner experience Dispositionalism

9、 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 collectivismBounded b

10、y 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.(2000).Missing relations:Incor

11、porating 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 relations:Interpersonal patterns in 10-9Cultural Values and Ne

12、gotiation 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 group(bottom).In B,the group leaves the individual(top),and the

13、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 status,but that status differences are easily permeated.Members are empow

14、ered 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 status.Status implies social power and is not easily permeated or chan

15、ged.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 by deference to a superior than by direct confrontation between social

16、 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.Understand the proper conduct of negotiations for that culture.See Exhibit

17、 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(3rd Ed).Chicago:McGrawHill.Cultural Values and Negotiation Norms10-13In cultures wit

18、h 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 direct questions about interests and alternatives.Cultural Values and Negotiation Norm

19、s10-14In 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 stimulates pre-existing knowledge that is then used to gain understanding.People prefer shar

20、ing 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 communication culturesSource:Based on Brett,J.M.(2007).Negotiating globally:How to negotiate dea

21、ls,resolve disputes,and make decisions across cultural boundaries(2nd ed.).San Francisco:Jossey-Bass.Direct Communication CulturesIndirect Communication CulturesGermanyJapanUnited StatesRussiaSwitzerlandFranceScandinavian culturesSaudi ArabiaMediterranean peoplesIn general,cultures in which people h

22、ave extensive information networks among family,friends,colleagues,and clients and in which people are involved in close,personal relationshipsCultural Values and Negotiation Norms10-16Direct versus indirect communication norms and their implications for negotiation:Research has revealed that cultur

23、es 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-making comes first;in indirect cultures,the relationship comes first and provides a context for making deals

24、.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 Intercultural Negotiation10-17Negotiators face a number of challenges when negotiating interculturally,includin

25、g:Expanding the pie Dividing the pie Sacred values and taboo trade-offs Biased punctuation of conflict Ethnocentrism(Exhibit 10-8)Affiliation bias Faulty perceptions of conciliation and coercion Nave realismPredictors of Success in Intercultural Interactions10-18The following personality characteris

26、tics predict a negotiators success in intercultural interactions:People who think in terms of conceptual complexity and broad categories Empathy Sociability Critical acceptance of stereotypes Openness to different points of view Interest in the host culture10-19Personality characteristics that predi

27、ct a negotiators success in intercultural interactions(continued):Task orientation Cultural flexibility Social orientation Willingness to communicate Patience Intercultural sensitivityPredictors of Success in Intercultural Interactions10-20 Tolerance for differences among people Sense of humor Skill

28、s in collaborative conflict resolutionPredictors of Success in Intercultural InteractionsPersonality characteristics that predict a negotiators success in intercultural interactions(continued):Advice for Cross-Cultural Negotiations10-21The cultural intelligence of negotiators predicts the extent to

29、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.Cultural perspective taking Recognize that the other party may not share your views of what constitu

30、tes power.Advice for cross-cultural negotiations:Advice for Cross-Cultural Negotiations10-23 Avoid attribution errors.Find out how to show respect in the other culture.(Exhibit 10-10)Find out how time is perceived in the other culture.Know your options for change.(Exhibit 10-11)Advice for cross-cult

31、ural negotiations(continued):Advice for Cross-Cultural Negotiations10-22Advice for International Negotiators1.Acknowledge differences at the individual and societal levels.2.Trade off differences in preferences and abilities.3.Ask questions to ensure understanding of the other partys perspective.4.U

32、nderstand the norms and their underlying meanings.5.Avoid arguing the inherent legitimacy of a social system.6.Be prepared to manage bureaucratic interactions with governments.Exhibit 10-9:Advice for international negotiatorsAdvice for Cross-Cultural Negotiations10-24Exhibit 10-11:Acculturation Fram

33、eworkSource:Berry,J.W.(1980).Acculturation as varieties of adaptation.In A.Padilla(Ed.),Acculturation:Theory,models,and some new findings.Boulder,CO:Westview.Chapter ConclusionNegotiating across cultures is a necessity for success in the business world.The tripartite model of culture identifies indi

34、vidualism-collectivism,egalitarianism-hierarchy,and direct-indirect communication as key dimensions of cultural differences.Unfortunately,cross-cultural negotiations frequently result in less effective pie expansion than intracultural negotiations;part of the problem is a lack of understanding of cu

35、ltural differences.10-26Negotiators should learn to analyze cultural differences to identify value differences that could expand the pie,recognize different conceptions of power,avoid attribution errors,find out how to show respect,how time is perceived in other cultures,and assess options for change.