國際商業(yè)談判中文化差異帶來的影響(一)

中文摘要

 隨著市場對世界貿(mào)易完全的開放和全球競爭的激烈化，所有不同規(guī)模不同部門的生意正以空前的速度向海外發(fā)展，國際商業(yè)談判也隨之迅速增加，它不僅是體現(xiàn)在經(jīng)濟領(lǐng)域的交流和合作，也表現(xiàn)在不同國家文化以及風(fēng)俗習(xí)慣的激烈碰撞。
 由我們生活在不同文化環(huán)境中，所以跨文化沖突是不可避免的。國際商業(yè)談判不同于其他，不僅在于地理位置、語言的說法，更重要的是我們生長的特定的文化環(huán)境。隨著中國加入WTO而且國際貿(mào)易的全球化集合，我們不可避免的要進行國際商業(yè)談。國際商業(yè)談判在國家間舉行。這意味著一個成功的談判需要仔細的考慮文化之間的差異。依照不同文化間的信息交流，本文旨在討論根據(jù)不同文化差異帶來的影響，談判的方式和在國際商業(yè)談判中的禮儀。還會提供一些有效的策略來使得交易成功。

 

關(guān)鍵詞：
Cultural difference文化差異；International business negotiation國際商業(yè)談判；
Intercultural communication國際文化交流,；strategies策略

                 
中文譯文
國際商業(yè)談判中文化差異帶來的影響

1.簡介
世界經(jīng)濟迅速發(fā)展的趨勢使得商業(yè)愈國際化，這種趨勢在可預(yù)知未來中還會繼續(xù)。隨著業(yè)務(wù)關(guān)系的增加和來自不同國家不同文化人們之間業(yè)務(wù)洽談的增加，給不熟悉不同國家文化的業(yè)務(wù)代表們帶來了很大的挑戰(zhàn)。這些人經(jīng)常犯用他們自己的視角去看待外國文化這種錯誤。這種情況經(jīng)常會導(dǎo)致?lián)p失業(yè)務(wù)范圍的過失。因此，為了在這樣一個多變和復(fù)雜的商業(yè)環(huán)境中成功，商業(yè)人士必須對全球有個了解，心里有個框架，不能局限于一個國家，一個地區(qū)，而是全世界。
隨著市場對世界貿(mào)易完全的開放和全球競爭的激烈化，所有不同規(guī)模不同部門的商業(yè)正以空前的速度向海外發(fā)展。因此，戰(zhàn)略聯(lián)盟和不同文化間的談判必然是會增長的。國際商業(yè)談判不僅是經(jīng)濟領(lǐng)域的交流和合作，而且也是不同國家文化的交流�？缥幕�談判包括不同文化背景的生意人在利益的沖突時，雙方試著達成協(xié)議彼此都獲利。這篇文章探索出在商業(yè)談判中文化差異是怎樣出現(xiàn)，識別和比較各國家的文化特色和模式以及給出在文化沖突時有效解決的方法。
2. 文獻綜述
2.12.1   理論
眾所周知，不同國家擁有不同文化�！拔幕�是一個有意義的歷史創(chuàng)建系統(tǒng)，而隨之而來的同個系統(tǒng)的信仰和習(xí)俗是一些人所理解的，規(guī)范和結(jié)構(gòu)他們的個人和集體生活�！蔽幕�被看成是個重要的工人和反應(yīng)了人的自由的司機。認識和了解文化的差異提供了一個解釋的目標和個人對他人行為的框架。換句話說，文化是“使人理解和解釋世界的分享方法�！�
文化和交流，盡管是兩個不同的概念，但是有很直接的聯(lián)系�！敖涣靼�括主意，信息，感覺，還
第1頁
有欲望的編碼符號�！彼麄兎浅５拿芮邢嚓P(guān)，一些人類學(xué)家認為是真正的代名詞條款，甚至 “無論何時人們都相互交流�！苯涣饕�(guī)則在具體情況將會不同。對不同的情況而言，我們有各種各樣的交流。在商務(wù)情況下，例如，我們必須在商業(yè)領(lǐng)域里根據(jù)足夠的規(guī)則行事，交流規(guī)則在不同的文化背景下各種各樣。
“跨文化的交流是在知覺和足以改變通訊事件的不同的符號系統(tǒng)人們的交流�！比缃竦目缥幕�交流世界上任何歷史時期更豐富而且更有意義。沒有一個國家能為自己提供所有的必需品�！巴鈬�的競爭和貿(mào)易的需要更有效地迫使大多數(shù)企業(yè)在海外變得更加敏感和具有全球化的意識。”因此，有效的商業(yè)談判的跨文化交流是迫切需要的。
2.2目前的研究
現(xiàn)如今，了解跨文化交流的意義是十分必要的，而且跨文化交流的升值可以縮小差距。誤會在不同國家不同文化中發(fā)生。這里，我們將著眼于文化的一些普遍認為對國際商務(wù)談判中相當大的影響因素。
 1）價值觀
 價值觀是文化采取行動及結(jié)果的標準，他們可以影響人們的看法，可以對人們產(chǎn)生強烈的情感沖擊。一個人在一個文化的適當行動中可能在另一個文化中可以說是錯誤的出現(xiàn)在道德意識。價值觀影響冒險的意愿、領(lǐng)導(dǎo)作風(fēng)和上下級關(guān)系等等。每個文化都定義了每個社會生活的重點。例如在個人主義文化，人們傾向于在關(guān)系前做好任務(wù)，而且高度估量獨立性。以及對時間值也反映在日常談判行為里。
 2）語言和交流
 途中，人們交流時，會用上口頭和非口頭語言，直接地影響了跨文化商務(wù)談判。非語言交流不會發(fā)生在所有時間上不用文字。某些身體部位的變動是人們溝通的重要形式。外國語言的承認在交流中是另外一個重要的貢獻�？傊�，來自不同文化背景的人在表達不同的意見和想法。
 3）決策方法 
 
 第2頁
在不同的組合里有不同的決定。他們可以有個人決定或者成組決定。在一個組里，與會者可能轉(zhuǎn)向最高權(quán)威或最高級組的成員，或者一些組，甚至接受組成員中最重要的決定。其他小組獲得其他小組成員間所有組員的同意，直到所有人員都統(tǒng)一了才會做出決定。
2.3評論
每個人都是他/她所在文化環(huán)境下的一個產(chǎn)品。雖然這提供了穩(wěn)定性和安慰，但是它本質(zhì)上限制了人們對其他文化的了解。大部分人們，不知不覺中，用他們的其他個人的文化背景作為行動指南，看法，習(xí)俗，或者別的手段。我們可以譴責(zé)別人的意見，因為他/她沒有配合我們做，對事實失去看法，我們的語言和行動在同樣的方法上也會被誤解。因此，明白跨文化商務(wù)的影響是很重要的。
3. 國際商業(yè)談判中文化差異帶來的影響。
3.1交流過程中文化差異帶來的影響
首先，這個影響體現(xiàn)在談判語言交流過程中。盡管談判代表都具有較高的適應(yīng)性，差異還是很明顯的。全球的公民使用3000多種語言。因為很少人能夠精通一種語言以上，所以在國際貿(mào)易交流中一定會出現(xiàn)交流方面的問題，這種差異的原因之一語言是基于觀念、經(jīng)歷、簡介等等。合適的使用語言是個敏感的問題。美國人在商界中傾向于坦率直接地互換與工作相關(guān)的信息。一般，他們直接表達不一致的觀點，借助于諸如威脅警告等侵略性的引誘的策略；法國人喜歡口頭上的表達，他們喜歡爭論，經(jīng)常參加商業(yè)會議中激烈的辯論。而另一方面，亞洲人，顯得更沉默和含蓄，有時候做很大的讓步來挽留面子或者不提出異議。在日本人看來，商業(yè)來往中，保留面子和維持和諧比得到更高的銷售和利益更重要。
而且，談判中的文化差異影響表現(xiàn)在非語言的交流。非語言信號根據(jù)文化的不同而不同，這些差異會影響交流。美國人拜訪亞洲國家，他們認為居民快速小步的行走是奇怪的或是奉承或是身體虛弱。同樣的，美國人認為在某些場合站立是合適的選擇，而其他文化背景的人不這么認為。除此之外，我們中國人點頭表示是，搖頭表示不。這些動作對其他文化的人來說可能沒有什么意思或者跟他們的很不一樣。有一些文化，像中國，不喜歡身體接觸，然而其他文化的公民喜歡身體接觸，會給你一個大大的擁抱或者是鼻子的觸摸。如果可以用你自己的標準理解別的不同文化，你可以抓住機會來接觸其他人的文化方式。
 第3頁
3.2談判方式中文化差異帶來的影響
不同國家的人有不同的價值觀，不同的看法和不同的經(jīng)歷。相對于別人，他們有自己的強項和弱點。一個有能力的談判代表應(yīng)該擁有適合他強項包括他特有的文化強項的風(fēng)格。談判代表的風(fēng)格既是談判代表在談判中表現(xiàn)的容忍能力和風(fēng)格特色，談判有深厚的文化底蘊。談判代表應(yīng)根據(jù)不同的文化背景而采用不同的談判風(fēng)格。例如，美國的風(fēng)格是很直接、果斷和實際的，他們經(jīng)常嘗試著要求相對的一致；德國人因非常周密的準備而著稱。換句話說，德國人為談判準備的極好，他們在壓力之下還堅持不變的對待他們的談判，這也是眾所周知的。韓國人在他們的談判風(fēng)格中經(jīng)常帶有情感上的請求。事實上，韓國人只尊重那些立場堅定，堅強的對手。在談判中，熟知對手談判的風(fēng)格這是很重要的，這可以掌握談判的方向和計劃好運用什么策略使得談判變得有目的性。當然，在現(xiàn)實生活中，盡管談判代表是一樣的文化背景，他們的談判風(fēng)格可能會因為其他的因素而完全不同，乃至于當談判穿插著民族文化，變化也是經(jīng)常的。因此，應(yīng)該靈活的解決這個問題。
3.3文化差異在決策方式上的影響
當面臨著一個復(fù)雜的談判任務(wù)時，不同國家的人可能用不同的方法來做決定，了解這些不同地方能促使對方做出你預(yù)想的反應(yīng)。美國人根據(jù)底線和鐵的事實做出決定。他們以經(jīng)濟和績效計算，不加入人為喜好，公事公辦。當面臨一個復(fù)雜的談判任務(wù)時，美國人總是將大任務(wù)分成一系列小任務(wù)。.價格、包裝、運送這樣的問題，可能一次解決一個。對他們來說，談判中的進展是用多少問題已解決來量算的。然而，在日本，決策截然不同。許多公司一致通過來做決定。這是個耗時的過程，也是在談判桌上必須有耐心的另一個原因。除此之外，外國商人和日本公司談判應(yīng)盡量避免表現(xiàn)出對某個人的偏袒或依賴于某個個體，這會離間其他的管理者。相比之下，俄國的決策很官僚化，即使是一個很簡單的交易也會花費很長的時間來和其他工業(yè)力量做比較。.總之，文化差異在整個談判過程中呈現(xiàn)在每一個階段。只有了解了這些不同之處，我們才可以正確的預(yù)知和判斷對手抓住談判的主動權(quán)。
4. 建議和結(jié)論
4.1 跨文化談判的策略
 鑒于上面所闡述的，我們應(yīng)該更主動的去了解更多的談判差別，探索導(dǎo)致誤解的原因來促成一第4頁
個成功的談判。
加強不同文化間的理解。
國際商業(yè)談判包含很多不同的思想、模式、情感表達方式和慣性行為。有的時候，如果某些因素被忽略，高效的交流可能會被減弱。因此，在國際商業(yè)談判中，加強跨文化意識是很有必要的。我們必須意識到，不同文化背景的談判代表有不同的需求、動機和利益。我們建議多理解、接受和尊重各個黨派的文化。在正確談判意識的指引下，也要求自己能夠運用靈活的策略來適應(yīng)不同商業(yè)文化風(fēng)格。
2)   對談判文化規(guī)范、社會習(xí)俗和禁忌的尖銳的調(diào)查。
談判代表應(yīng)該在國際商業(yè)談判開展之前盡量去了解對手的習(xí)俗和禁忌，避免因不懂個別習(xí)俗而引起的尷尬氣氛。例如，我們認為珍貴又幸運的大象，在英格蘭是個笨拙的標志。因此，當我們和英國人做生意的時候，大象的圖片不應(yīng)該出現(xiàn)在商標和包裝中。因此，深入了解別國文化是很重要的。
3)    理解和容納不同的文化
我們應(yīng)該克服對某些文化的偏見。大部分人意識到文化差異的存在，他們用自己標準有意無意地去解釋和判斷其他人。經(jīng)常，他們完全地忘記了不同商業(yè)文化。因此，在國際貿(mào)易談判中，名族優(yōu)越感應(yīng)該第一個就被拋棄。當在談判中遇到不同文化背景的人，試著去尊重和適應(yīng)他們的道德準則或諸如此類的東西，站在他們的角度來看待問題是更明智的行為。
4.2 總結(jié)
我們生活在不同文化環(huán)境中，所以跨文化沖突是不可避免的。國際商業(yè)談判不同于其他，不僅在于地理位置、語言的說法，更重要的是我們生長的特定的文化環(huán)境。文化差異在很多方面影響談判，甚至在面對面談判之前，理解存在于各個國家間的不同文化環(huán)境的差異中，從各個方面考慮文化差異，對國際商業(yè)談判是很重要的。
為了達到一個高效的交流，國際商業(yè)談判代表應(yīng)該對對方有一個很好的了解。因此，額外的關(guān)于不同文化間談判的訓(xùn)練和教育藝術(shù)對許多管理者和管理團隊是必須的。為了應(yīng)付國際商業(yè)談判，
 第5頁
一個有效的方法是多了解和尊重與你談判對方的文化，只有這樣，才能達到我們滿意的結(jié)果。

Impact of Cultural Differences on International Business Negotiation
Abstract: With China’s entrance to WTO as well as the international trade global integration, we must carry on the international commercial negotiations inevitably. International business negotiations take place across national boundaries. This means the successful operation of negotiation requires careful consideration of cultural differences. In terms of intercultural communication, this article aims at discussing the impact of cultural differences upon language understanding, negotiation styles and decision manners in international business negotiation. Then some effective strategies are given to help the success of business trade.
Key words: Cultural difference, International business negotiation, Intercultural communication, strategies
1.     Introduction
The trend that economy develops rapidly all over the world has made business global, which is expected to continue in the foreseeable future. As international business relations grow, so does the frequency of business negotiations among people from different countries and cultures, and that create considerable challenges for business representatives unfamiliar with the cultures of different groups. These persons often make the mistake of seeing foreign culture through their own habitual lenses. Doing so can lead to many missteps that can cost the company business. Therefore, in order to be successful in such a diverse and complex business environment, business people must be globally aware and have a frame of reference that goes beyond a country, or even a region, and encompasses the world.
As new markets open up for world trade and global competition intensifies, business of all sizes and in all sectors are expanding their operations overseas at unprecedented rates, which necessitate an increase in strategic alliances and hence intercultural negotiations. The international business negotiation is not only the communication and cooperation in the economic domain, but the communication of culture among various countries. Intercultural negotiation involves discussions of common and conflicting
 第7頁
英文原文
原文網(wǎng)址

Impact of Cultural Differences on International Business Negotiation

1.     Introduction
The trend that economy develops rapidly all over the world has made business global, which is expected to continue in the foreseeable future. As international business relations grow, so does the frequency of business negotiations among people from different countries and cultures, and that create considerable challenges for business representatives unfamiliar with the cultures of different groups. These persons often make the mistake of seeing foreign culture through their own habitual lenses. Doing so can lead to many missteps that can cost the company business. Therefore, in order to be successful in such a diverse and complex business environment, business people must be globally aware and have a frame of reference that goes beyond a country, or even a region, and encompasses the world.
As new markets open up for world trade and global competition intensifies, business of all sizes and in all sectors are expanding their operations overseas at unprecedented rates, which necessitate an increase in strategic alliances and hence intercultural negotiations. The international business negotiation is not only the communication and cooperation in the economic domain, but the communication of culture among various countries. Intercultural negotiation involves discussions of common and conflicting interests between persons of different cultural backgrounds trying to reach an agreement
 第8頁
of mutual benefit. This paper explores how culture differences manifest themselves in business negotiation, identifies and compares cultural characteristics and patterns among countries and suggests ways in which cultural conflicts are effectively handled.
2.     Literature review
2.1   Theories
As we all know, different countries have different cultures. “Culture is a historically created system of meaning and significance or, what comes to the same thing a system of beliefs and practices in terms of which a group of human beings understand, regulate and structure their individual and collective lives.” Culture is a diverse one that is looked as an important factor and reflects human freedom. Recognizing and understanding cultural differences provides individuals with a framework for interpreting the goals and behaviors of others. In other words, culture is “the shared ways in which groups of people understand and interpret the world.”
Culture and communication, though two different concepts, are directly linked. “Communication is the process of conveying ideas, information, feelings, and desires encoded in symbols”. They are so closely related that some anthropologists believe the terms are really synonymous, even as “Whenever people interact they communicate”. Communication rules would be different in the specific context. For different contexts, we have different kinds of communication. In business context, for instance, we must behave according to adequate rules in business field. Communication rules are various in different cultural backgrounds.
“Intercultural communication is communication between people whose culture perceptions and symbol systems are distinct enough to alter the communication event”. Today’s intercultural communications are more ample and more significant than in any other period of the world’s history. There is no country that can provide all the necessities by itself. “Foreign competition and the need to trade more effectively overseas have forced most
 第9頁
corporations to become more culturally sensitive and globally minded.” As a result, effective intercultural communication in the business negotiation is urgently needed.
2.2   Current research
   Nowadays, it’s of great necessity to understand the significance of intercultural communication. And the appreciation of intercultural communication can narrow the gap and misunderstanding occurring in different cultures from different countries. Here, we will look at some elements of culture that are generally believed to have a considerable impact on international business negotiations.
1) Values
    Values are the standards by which a culture uates actions and their consequences, they affect perceptions and can have a strong emotional impact upon people. One’s proper actions in one culture can be seen as wrong in a moral sense in another culture. Values affect the willingness to take risks, the leadership style and the superior-subordinate relationships, etc. Every culture has defined priorities for every aspect of social life. Like in individualistic culture, people tend to put tasks before relationships and to value independence highly. And values towards time also reflected in everyday negotiation behavior.
2) Language and Communication
 The way, in which people communicate, including using verbal and non-verbal language, directly affects international business negotiations. Nonverbal communication that doesn’t use words takes place all the time. Movements of certain body parts are vital form of human communication. Acknowledge of other foreign languages is another important contribution in the process of communication. In brief, people from diverse cultures vary in expressing their thoughts and opinions.
 
 第10頁
3) Decision-making approaches
    Decisions are made differently in different groups. They may be made by individuals or by the group generally. Within a group, participants may turn to the person of the highest authoritative or the most senior group member, or some groups, even accept the decision of the majority of the group members. Other groups get the agreement of all the members among group members and decision will not be made until all members have agreed.
2.3   Comments
Every person is a product of his or her cultural environment. Though this provides stability and psychological comfort, it inherently limits one’s understanding of other cultures. Most people, unconsciously, use their other personal cultural background as a guide for judging the actions, views, customs, or manners of others. We may condemn someone because his or her views do no coincide with ours and lose sight of the fact that our words and actions may also be misunderstood in the same way. Therefore, understanding the influence of culture on international business is of great importance.
3       Impact of cultural differences on international business negotiation
3.1   Impact of cultural differences on communicating process
To begin with, the impact is manifested on the language communicating process of negotiation. The differences are obvious, though the language behaviors negotiators used are provided with higher fitness. People on earth use more than 3000 languages. Because few of us can be good command of more than one language, problems of communication are bound to occur in international business communication. One reason for such differences is that languages are based on the concepts, experiences, and views and so on. Proper use of the language is a sensitive cultural issue. Americans tend to exchange task-related information in business relatively frank and direct, with clear statements of needs and preferences. Generally, they openly express their disagreements and resort to aggressive
 第11頁
persuasive tactics such as threats and warnings. And the French are verbally and nonverbally expressive. They love to argue, often engaging in spirited debate during business meetings. Asians, on the other hand, tend to be far more reticent or implicit and sometimes go to great lengths to save face or not to offend. Saving face and achieving harmony are more important factors in business dealings for the Japanese than achieving higher sales and profits.
What’s more, the impact of cultural differences on negotiation also represented on nonverbal communication. Nonverbal signals differ by culture, and the differences can affect communication. For example, people from Americans who visit certain Asian countries are likely to view the fast, short steps taken by the inhabitants as peculiar or subservience or weakness. Similarly, Americans see standing up as the appropriate thing to do on certain occasions, whereas people from other cultures do not. Apart from that, as for our Chinese, an up-and-down movement of the head means yes and a side-to-side movement of the head means no. These movements may mean nothing at all or something quite different to people from other cultures. Some cultures, like our China’s, do not like touching, while people from other cultures that like touching will give you greetings ranging from full embraces and kisses to nose rubbing. If you can understand others from different cultures based on your counterpart’s standards, you can seize the opportunity to access the cultural style of other.
3.2   Impact of cultural differences on negotiation style
People from different countries have different values, different attitudes and different experience. They have different strengths and different weaknesses from one another. A competent negotiator should develop a style appropriate for his own strengths including the strengths of his particular culture. The negotiation style means negotiator’s main tolerance and style characters represented in the negotiation. The negotiation has deep cultural brands. Negotiators will have different negotiation styles because of different cultural backgrounds. For example, American style is very direct, decisive and practical.
 第12頁
They always try to demand the same from counterparts. German negotiators are known for very thorough preparation. In other words, in particular the German preparation for negotiation is superb. They are also well known for sticking steadfastly to their negotiating positions in the face of pressure tactics. Koreans often make emotional pleas of their negotiating style. They are also not beyond painting themselves as poor, humble peasants, even though they have one of the higher GDPs per capita in Asia. In reality, the Koreans only respect hard-line, strong opponents. In the negotiation, it is very vital to know well opponents’ negotiation styles in order to hold the direction and schedule of negotiation and exert the strategy of negotiation purposefully. And of course, in real life, though the negotiators with same cultural backgrounds may have the evident convergence, their negotiation styles could be totally different because of other factors. And even when different negotiations across national cultures are identified, change is constant. Therefore, it should be dealt with flexibly.
3.3   Impact of cultural differences on decision manners
When faced with a complex negotiation task, people in different countries may use different means to make a decision, knowing these differences will facilitate anticipating the reactions of the other side. Americans make decisions based upon the bottom line and on cold, hard facts. They do not play favorites. Economics and performance count, not people. Business is business. When faced with a complex negotiation task, Americans tend to divide the large task into a series of smaller task. Issues such as prices, packing and delivery may be settled one at a time. For them, progress in the negotiation is measured by how many issues have been settled. While in Japan, decision-making is quite different. Many Japanese companies still make decisions by consensus. This is a time-consuming process, another reason to bring patience to the negotiating table. So quick answers to any question or problem are almost impossible. Besides, foreign businessmen negotiating with a Japanese company should avoid showing any kind of favoritism toward one individual or depending on a single individual. This
 第13頁
will alienate the other managers. By contrast, the Russian decision-making is rather bureaucratic. Even the simplest deals will take a great deal of time when compared to other industrialized powers.
To sum up, the cultural differences are embodied on every segment of the whole negotiating process. Only by knowing these differences, can we predict and judge the opponents correctly and seize the initiative of negotiation.
4       Suggestions and conclusion
4.1   Strategies for intercultural negotiation
In view of the above described, we should try to know more about the negotiation differences initiatively, explore the real reasons which lead to misunderstanding and promote to a successful negotiation.
1)     Strengthen the intercultural awareness.
International business negotiation comprises many different thinking, patterns, emotional expressing ways and customary behaviors. Sometimes, effective communication may be weakened if some cultural factors were ignored. Consequently, in the international business negotiations, it’s of great necessity to strengthen the intercultural awareness. It should be realized that negotiators with different culture backgrounds have different needs, motivation and beliefs. It is suggested to understand, accept, and respect the other party’s culture. Also, under the guidance of correct negotiation awareness, it needs to adapt to different business culture styles with flexible tactics.
2)     A keen insight into the negotiating cultural norms, social customs and taboos.
Negotiators must try to know the opponents’ customs and taboos as many as possible before carrying on the international business negotiations, in case of any unpleasant atmosphere arise because of ignorance of some particular customs. For example, elephant, which we
 第14頁
considered to be precious and lucky, is the symbol of clumsy and awkward in England. Therefore, when trading with English people, elephant images should not be avoided on the trademarks and packages. So it’s very important to know the other culture deeply.
3)     Understand and accommodate different cultures.
Cultural bias should be overcome. Though mostly, people can aware of the existence of cultural differences, they use their standards to explain and judge others intentionally or unintentionally. Usually, they forget the absolutely different business cultures. Thus, in the international business negotiation, ethnocentrism should be abandoned firstly. When encounter with different cultures in negotiation, try to respect and accommodate others’ moral rules or other similar things, stand on others’ position to look at problem is a much wiser action.
4.2   Conclusion
We live in different cultural environment, so intercultural conflicts are probably inevitable. International business negotiators are distinguished from each other not only by geographic location, language spoken, more importantly by the specific cultures in which they grow up. Cultural differences influence negotiation in many aspects, even before the face-to-face negotiation starts. Understanding the different cultural environments that exist among nations and considering cultural differences in all facets of business are crucial for negotiators in the operation of international business negotiation.
 To achieve effective communication, the possible international business negotiator should have a good knowledge of the counterpart’s culture. Therefore, additional training and education in the art of intercultural negotiation will be needed for many managers and the management teams. To prepare and respect the counterparts’ culture within which you are negotiating is a better suggestive method to cope with international business negotiation. Only in this way, can satisfactory results be achieved.

【國際商業(yè)談判中文化差異帶來的影響(一)】相關(guān)文章：

關(guān)于影響英漢稱呼語系統(tǒng)差異的因素探析04-13

淺談商業(yè)銀行營銷的差異化戰(zhàn)略05-29

醫(yī)院管理中文化建設(shè)對績效管理的影響分析（通用7篇）07-22

國際貿(mào)易商務(wù)談判論文（精選6篇）06-15

我國國際收支雙順差的原因與影響分析02-24

漢英翻譯中文化意象及處理05-29

淺析跨國公司的內(nèi)部貿(mào)易對國際貿(mào)易的影響04-20

境界與實體—論中西傳統(tǒng)哲學(xué)的一個差異05-11

淺談中美籃球文化的差異論文04-27

談大學(xué)英語翻譯教學(xué)中文化的導(dǎo)入論文07-20