participated in a simulated cross-cultural buyer-seller negotiation in a laboratory study. Participants were randomly assigned to CPT or PT condition. Results show that negotiators who engaged in CPT claimed more value than those who engaged in PT. And when both East Asian and North American negotiators engaged in CPT‚ East Asian negotiators claimed more value. CPT had no effect on value creation. This study highlights that learning about the other culture before a cross-cultural encounter benefits value
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A Study of the Art of Language in International Business Negotiation I. Introduction 1.1 Brief introduction of international business negotiation As we all know‚ with the acceleration of global economic integration and cross-cultural communication‚ most of the countries in the world communicate with each other more closely. In other words‚ the smaller the business world becomes and the more companies enter into the global arena. In recent years‚ with the development of Chinese market economy and
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performance and reputation” (Braff 1996). Reputation of a negotiator is significant; it remains one of the most under researched aspects of the negotiation process. Reputation is important in negotiation because it helps the other party predict moves of opponent. The concept of trust can play a critical role in the success of a negotiation. If a negotiator has a reputation of being trustworthy‚ it allows opponents to believe that the negotiator will act in accordance to past performances. Large number
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Negotiating International Business - Egypt This section is an excerpt from the book “Negotiating International Business - The Negotiator’s Reference Guide to 50 Countries Around the World” by Lothar Katz. It has been updated with inputs from readers and others‚ most recently in June 2008. Though the country’s culture is quite homogeneous‚ Egyptian businesspeople are usually experienced in interacting and doing business with visitors from other cultures. However‚ that does not always mean that
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elements of Getting to Yes are: people‚ interests‚ options‚ criteria‚ the BATNA principle‚ and soft versus hard bargaining style. The main points about people are that the research shows that negotiators are more likely to allocate resources equally‚ rather than selfishly. Also emotions not only affect the negotiator experiencing them‚ they can also create emotional reactions in other parties. Furthermore‚ what matters most in understanding conflict is not reality itself but individuals’ perceptions of
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Chapter 8: Power and Persuasion Part I - Improving the outcome through “Power” I. Overview What distinguishes successful negotiators from the rest is the consistent building of a strong power base. Power‚ in the context of negotiation‚ is defined as ‘the ability to induce the other party to settle less than it wanted’. Power is not an absolute commodity. What makes you powerful in some situations may be quite irrelevant in others. In this chapter‚ we will discuss how to leverage
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board that will trigger realignments on the other one ` two- table metaphor´ theory of ratification: importance of win- set - In the case of a two- level game the negotiators representing two organisations meet to find an agreement but already know that this agreement needs to be ratified by their respective organisation - The negotiator seeks to find an agreement that will be attractive to his constituents ( because they will need to ratify the agreement in the end) - There are 2 stages in
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concept of negotiation: It might be applied in a different way from one culture to another. Usually the negotiation process is highly influenced by the cultural dimensions of negotiators. Sometimes process is highly affected when one negotiator applies ‘high context’ while the other at ‘low context’. * Selection of negotiators: The variation from culture to culture. Depends on the level of decentralization at an organization. Usually cultures assign diverse importance to the information of the focus
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different processes‚ ideas‚ and efforts that go into the overall practices of effective negotiation and conflict resolution. Yet no productive negotiation could be possible without the valuable use of skills. Two types of skills can help a successful negotiator. The first type is hard skills‚ which are guidelines‚ strategic measures‚ or anything that can be copied down onto paper and taught. The second type is soft skills‚ which are the skills acquired through practicing negotiation that can’t necessarily
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the discussions and develop an in depth understanding of the cultural differences in negotiating styles. Managers must also understand their own styles and then determine how their style differs from the standards in other countries. Profiling a negotiator(s) who has been successful in the region about to be entered for discussion will provide an opportunity to add the finishing touches to the manager’s preparation. Failure to conduct full and proper preparation may result in wasted time and energy
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