Journal of Business & Industrial Marketing Emerald Article: Negotiation: the Chinese style Tony Fang Article information: To cite this document: Tony Fang‚ (2006)‚"Negotiation: the Chinese style"‚ Journal of Business & Industrial Marketing‚ Vol. 21 Iss: 1 pp. 50 - 60 Permanent link to this document: http://dx.doi.org/10.1108/08858620610643175 Downloaded on: 08-10-2012 References: This document contains references to 76 other documents Citations: This document has been cited by 10 other documents
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Positive Approach to Negotiation Chapter 1 – Introduction Negotiation in its narrower sense is an exercise of reasons and benefits between two or more people in disagreements who are trying to reach out for a solution to their on-going conflict1. This process of inter-acting and interpersonal can be on the personal level or at a corporate status as well as at the diplomatic relations between two countries2. There is negotiation simply because the disputing parties wish to create a new working
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process which should begin long in advance of the expiration date for the existing contract. It can take between a few weeks to over a year to be completed depending on how difficult‚ controversial or simple the situation. According to the veteran negotiator Fritz Ihrig‚ 90 percent of what is accomplished at the bargaining table depends on the level of preparation. Leap acknowledges the importance of experience but stresses that careful and thorough preparation
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Specially‚ culture can influence negotiating styles in different ways‚ because negotiators who may come from another nation is different from us in language‚ beliefs‚ behaviors manners‚ Privacy‚ Food custom‚ time‚ thinking‚ value and attitudes and so on. Different cultures express different ways of doing business. Even though negotiators are well prepared‚ it is not so easy to reach a satisfactory agreement between negotiators across cultures. Negotiations can be easily broken down due to a lack of mutual
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CONFLICT MANAGEMENT Conflict management refers on the way how we approach the other party in a conflict situation. There are main structural approaches such as emphasizing superordinate goals‚ reducing differentiation‚ improving communication and understanding‚ reducing task independence‚ increasing resources‚ and clarifying rules and procedures. Emphasizing Supeordinate Goals The first way to resolve the conflict is to seek and find the common goals. The emphasizing superordinate
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have a plan and tactics to maximize their own benefits in the outcome. There is a limited resource to divide out between the two parties and the way in which they are divided depends on the negotiation. Distributive bargaining is useful if “the negotiator wants to maximize the value obtained in a single deal‚ when the relationship with the other party is not important‚ and when they are at the claiming value stage of negotiations” (Lewicki‚ Saunders‚ & Barry‚ 2006). This describes a con of using
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Chinese Business Name : Febrianto Wijaya Introduction It is often argued that when business persons of different cultures negotiate commercial deals‚ there is bound to be a culture clash. I disagree with this view. It is true that cultural differences influence business negotiations but with the appropriate approach to deal with the differences‚ culture clash is to be least expected in any business negotiations‚ especially with the Chinese. As Sun Tzu would advised in his book The Art
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Affective Negotiation Support Systems Joost Broekensa*‚ Catholijn M. Jonkera and John-Jules Ch. Meyerb a MMI‚ TU Delft‚ Mekelweg 4‚ 2628 CD‚ Delft‚ The Netherlands Computer Science‚ Utrecht University‚ Padualaan 14‚ 3584CH‚ Utrecht‚ The Netherlands b Abstract. Negotiation is a process in which two or more parties aim to reach a joint agreement. As such negotiation involves rational decision making about options and issues. However‚ negotiation also involves social interaction and dilemmas
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Abstract Culture can influence business in different ways‚ and culture is one of these obstacles that can affect the entire cooperation between two countries. Language problems and culture collisions are not uncommon‚ especially in the beginning. A negotiator must be able to handle these difficulties in a way that is satisfying also for the other part. Mistakes can be difficult to correct and can destroy the entire operation of negotiation. For this reason this paper aims to dig a little deeper
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CHAPTER15 CONFLICT AND NEGOTIATION IN ORGANIZATION Conflict- is a process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort and animosity. COMMON FORMS OF CONFLICT Task Conflict – refers to conflict regarding the goals and content of the work. Process Conflict – occurs when the parties agree on the goals and content of work but disagree on how to achieve the goals and actually do the work. Relationship
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