In this chapter is organized in the following manner. First we discuss the art and science of cross-cultural negotiation. Next, we consider some of the factors that make international negotiation different, including both the environmental context and immediate context.
Robert Janosik suggests that researchers and practitioners of negotiation use culture in at least four different ways: 1. Culture as learned behavior, 2. Culture as shared values, 3. Culture as dialectics, and 4. Culture in context. From the managerial perspective, there are 10 ways that culture can influence negotiation: 1. The definition of negotiation, 2. The negotiation opportunity, 3. The selection of negotiators, 4. Protocol, 5. Communication, 6. Time sensitivity, 7. Risk propensity, 8. Groups versus individuals, 9. The nature of agreements, and 10. Emotionalism.
Robert Janosik suggests that researchers and practitioners of negotiation use culture in at least four different ways: 1. Culture as learned behavior, 2. Culture as shared values, 3. Culture as dialectics, and 4. Culture in context. From the managerial perspective, there are 10 ways that culture can influence negotiation: 1. The definition of negotiation, 2. The negotiation opportunity, 3. The selection of negotiators, 4. Protocol, 5. Communication, 6. Time sensitivity, 7. Risk propensity, 8. Groups versus individuals, 9. The nature of agreements, and 10. Emotionalism.
Some of these strategies may be used individually, whereas others are used jointly with the other negotiator. Weiss indicates that one critical aspect of choosing the correct strategy for a given negotiation is the degree of familiarity (low, moderate, or high) that a negotiator has with the other culture.
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