1. 2.Conceptualizing Culture and Negotiation
1.1. 2.Culture as Shared Values
1.1.1. Hofstede’s Model of Cultural Dimensions
1.1.1.1. 1. Individualism/Collectivism
1.1.1.1.1. Defi: the extent to which the society is organized around individuals or the group
1.1.1.2. 2.Power distance
1.1.1.2.1. Defi: The extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally”
1.1.1.3. 3.Career success/quality of life
1.1.1.3.1. Defi: cultures differ in the extent to which they hold values that promote career success or quality of life.
1.1.1.4. 4.Uncertainty avoidance
1.1.1.4.1. Defi: Indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations
1.2. 3. Culture as dialectic
1.2.1. All cultures contain dimensions or tensions that are called dialectics
1.3. 4.Culture in context
1.3.1. No human behavior is determined by a single cause
1.3.2. All behavior may be understood at many different levels simultaneously
2. 3.The Influence of Culture on Negotiation: Managerial Perspectives
2.1. 1.Definitions of negotiation 2.Negotiation opportunity 3.Selection of negotiators 4.Protocol 5.Communication 6.Time sensitivity 7.Risk propensity 8.Groups versus individuals emphasis 9.Nature of agreements 10.Emotionalism
3. 4.The Influence of Culture on Negotiation: Research Perspectives
3.1. 1.Effects of Culture on Negotiation Outcomes
3.1.1. Research suggests that culture has an effect on negotiation outcomes, although it may not be direct and it likely has an influence through differences in the negotiation process in different cultures
3.1.2. Some evidence suggests that cross-cultural negotiations yield poorer outcomes than intracultural negotiations
3.2. 2.Effects of Culture on Negotiation Process and Information Exchange
3.2.1. Culture has been found to have significant effects on the negotiation process, including:
3.2.1.1. How negotiators plan
3.2.1.2. The offers made during negotiation
3.2.1.3. The communication process
3.2.1.4. How information is shared during negotiation
3.3. 3.Effects of Culture on Negotiator Cognition
3.3.1. Accountability to a constituent influenced negotiators from individualistic and collectivistic cultures differently
3.4. 4.Effects of Culture on Negotiator Ethics and Tactics
3.4.1. Differences exist in the tolerance of different negotiation tactics in different cultures
3.4.2. Negotiators who trusted the other party were less likely to use questionable negotiation tactics
3.5. 5.Effects of Culture on Conflict Resolution
3.5.1. Within collectivistic countries, disagreements are resolved based on rules, whereas in individualistic countries, conflicts tend to be resolved through personal experience and training
4. 5.Culturally Responsive Negotiation Strategies
4.1. When choosing a strategy, negotiators should:
4.1.1. Be aware of their own and the other party’s culture in general
4.1.2. Understand the specific factors in the current relationship
4.1.3. Predict or try to influence the other party’s approach
4.2. Strategies are arranged based on the level of familiarity (low, moderate, high) that a negotiator has with the other party’s culture
4.3. Low Familiarity
4.3.1. Employ agents or advisers (unilateral strategy)
4.3.1.1. Useful for negotiators who have little awareness of the other party’s culture
4.3.2. Bring in a mediator (joint strategy)
4.3.2.1. Encourages one side or the other to adopt one culture’s approaches or mediator culture approach
4.3.3. Induce the other party to use your approach (joint strategy)
4.3.3.1. The other party may become irritated or be insulted
4.4. Moderate Familiarity
4.4.1. Adapt to the other negotiator’s approach (unilateral strategy)
4.4.1.1. Involves making conscious changes to your approach so it is more appealing to the other party
4.4.2. Coordinate adjustment (joint strategy)
4.4.2.1. Involves both parties making mutual adjustments to find a common process for negotiation
4.5. High Familiarity
4.5.1. Embrace the other negotiator’s approach (unilateral strategy)
4.5.1.1. Adopting completely the approach of the other negotiator (negotiator needs to completely bilingual and bicultural)
4.5.2. Improvise an approach (joint strategy)
4.5.2.1. Crafts an approach that is specifically tailored to the negotiation situation, other party, and circumstances
4.5.3. Effect symphony (joint strategy)
4.5.3.1. The parties create a new approach that may include aspects of either home culture or adopt practices from a third culture