《国际商务谈判》罗伊列维奇-原版ppt课件 -第十章.ppt
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1、McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.CHAPTER 10International and Cross-Cultural NegotiationMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.IntroductionWe discuss this chapter by the following manner:First we discuss some of the factors t
2、hat make international negotiation different.Then we turn to a discussion of the most frequent studied aspect of international negotiation.Next we examine the influence of culture on negotiations.We conclude this chapter with a discussion of cultural responsive strategies available to the internatio
3、nal negotiator.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.The titles 1.What Makes International Negotiation Different?2.Conceptualizing Culture and Negotiation.3.The Influence of Culture on Negotiation.(both the managerial perspectives and the research perspectives)4.C
4、ulturally Responsive Negotiation Strategies.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Environmental contextPolitical and legal pluralismInternational economicsForeign governments and bureaucraciesInstabilityIdeologyCultureExternal stakeholder Immediate context Relativ
5、e bargaining powerLevels of conflict Relationship between negotiators Desired outcomes Immediate stakeholders 1、What makes international negotiation different?McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Environmental contextImmediate contextNegotiation process and outco
6、mesRelative bargaining power of negotiators and nature of dependenceImmediate stakeholdersDesired outcome of negotiationsRelationship between negotiators before and during negotiation Levels of conflict underlying potential negotiationsLegal pluralismPolitical pluralismCurrency fluctuations and fore
7、ign exchangeForeign Govt and bureaucracyInstability and changeIdeological differencesCultural differencesExternal contextFIGURE 16.1 The context of international negotiationsMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Environmental contextPolitical and legal pluralism:T
8、axes that an organization paysLabor codes or standards Different codes of contract law and standards of enforcement Political consideration.International economicsThe exchange value of international currencies naturally fluctuatesAny change in the value of currencyMcGraw-Hill/Irwin 2004 The McGraw-H
9、ill Companies,Inc.,All Rights Reserved.Environmental contextForeign governmentsThe extent to the government regulates industries and organizations InstabilityLack of resource that American commonly expect during business negotiation(paper,electricity,computers);shortage of other goods and service(fo
10、od,reliable transportation potable water);and political instability(coups,sudden shifts in government policy,major currency revaluations)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Environmental context Salacuse(1988)suggests that negotiators facing unstable circumstanc
11、e should include clauses in their contacts that allow easy cancellation or neutral arbitration,and consider purchasing insurance policies to guarantee contract provisions.IdeologyIndividualism and capitalism Americans believe strongly in individual rights,the superiority of private investment,and th
12、e importance of making a profit in business.Negotiators from other countries do not share this ideology.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Environmental contextCulturePeople from different cultures appear to negotiate differently,behaving differently,and may al
13、so interpret the fundamental processes of negotiations differentlydeductive or inductiveExternal stakeholders The various people and organizations that have an interest or stake in the outcome of the negotiation(by Phatak and Habib,1996).Include business associations,labor unions,embassies,and indus
14、try associations,among others.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Immediate contextRelative bargaining powerSome of factors may influence the relative bargaining power:The amount of venture(financial and other investment);The management control of the project;Th
15、e special access to markets;distribution systems or managing government relations Levels of conflictThe level of conflict and type of interdependence between the parties to a cross-cultural negotiation will influence the negotiation process and outcome.Those based on ethnicity,identity or geography
16、are more difficult to resolveMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Immediate contextRelationship between negotiators The history of relations between the parties will influence the current negotiation,just as the current negotiation will become part of any future
17、negotiations between the parties.Desired outcomesSome tangible and intangible factors play a large role in determining the outcomes of international negotiations.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Immediate contextImmediate stakeholdersIt contains the negotiato
18、rs themselves and the people they directly represent,such as their managers,employers and boards of directors.(Phatak and Habib,1996)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.How do we explain international negotiation outcomes?As we discussed in figure16.1,(the model
19、s from Phatak and Habib).One-variable arguments cannot explain conflicting international negotiation outcomes.(Mayer1992)The negotiation processes and outcomes are influenced by many factors,and that the influence of these factors can change in magnitude over time.The challenge for every internation
20、al negotiator is to understand the simultaneous,multiple influences of several factors on the negotiation process and outcome and to update this understanding regularly as circumstance change.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.2.Conceptualizing culture and nego
21、tiationFour ways to conceptualizing culture in international negotiation:-Culture as Learned Behavior-Culture as Shared Value-Culture as Dialectic-Culture in ContextMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved._ Culture as Learned BehaviorThis approach to understanding t
22、he effect of culture documents the systematic negotiation behavior of people in different cultures.It concentrates on creating a catalog of behavior at foreign negotiators should expect when entering a host cultureMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved._Culture as
23、Shared ValueThis approach to conceptualizing culture concentrates on understanding central values and norm and then building a model for how these norms and values influence negotiation within that culture.Geert Hofstede(1980a,1980b,1989,1991)conducted an extensive program of research on cultural di
24、mensions in international business and suggested that four dimensions could be used to describe the important differences McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.among the cultures:Individualism/Collectivism;Power Distance;Career Success/Quality of Life;Uncertainty
25、Avoidance;McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Individualism/Collectivism;Individualistic societies encourage their young to be independent and to look after themselves.Collectivistic societies integrate individuals into cohesive groups that take responsibility f
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