文化维度理论视角下的中美商务谈判探讨

本文是一篇商务谈判论文，笔者认为成功的跨文化商务谈判能促进我国国际贸易和经济的蓬勃发展，利于企业更好的参与国际市场竞争及合作。因此，在中美之间跨文化商务谈判日渐重要和频繁的背景下，针对文化因素与商务谈判关联性的分析与研究才更应该加以重视。
Chapter 1 Introduction
1.1 Need for the study
Cross-cultural business negotiation is a bridge for the close cooperation betweenChinese and American enterprises.It has brought ample funds,advanced science andtechnology,and a perfect management system.Therefore,it can stimulate thedevelopment power and market vitality of enterprises,accelerate the development ofdomestic market economy,and further tap the market potential.Since the reform andopening up,China has rapidly integrated into the international market.The depth andscope of various business activities,such as international trade between China and theUnited States,have been expanding.The research of cross-cultural businessnegotiation shows more and more critical business value in business activities.
Since the implementation of China’s reform and opening-up policy in the late1970s,trade and cooperation between China and the United States have been growingas China’s participation in economic globalization has deepened.From the beginningof the establishment of diplomatic relations between China and the United States,thevolume of trade in 1979 was the US$2.45 billion,until 2019,when the establishmentof 40 years of diplomatic relations,the total volume of trade between China and theUnited States reached the US$541.23 billion,the total amount of transactionsincreased 221 times.Business cooperation between China and the United States alsopermeates every aspect of the economy from just a single trade.As of the end of 2019,with the deepening of economic trade and cooperation between China and the UnitedStates,China has become the number one source of imports and the third-largest exporter to the United States.

商务谈判论文怎么写

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1.2 Significance of the study
In the era of globalization,China has more choices and directions.After joiningthe WTO,the main body of business negotiations in global economic integration ismore diversified.The content of business negotiations between China and the UnitedStates involved in more refined.As the most popular and frequently used language ininternational cooperation between China and the United States,English requires thatChinese negotiators master English application requirements and that they genuinelyunderstand the local conditions and culture to develop their cultural communicationskills effectively.Cooperation and exchanges between China and the United States areconducive to developing political and economic civilization and promoting friendlyexchanges and cultural exchanges between the two peoples,further enhancing theinclusiveness of cultural differences.
Many scholars have devoted to researching the impact of cultural differencesbetween China and the United States on cross-cultural business negotiations.Theyhave elaborated on the effect of various factors on cross-cultural business negotiations from multiple perspectives of cultural differences between China and the United States,such as historical geography,traditional thought,values,aesthetic interests,and thecontrast between Chinese and English characters.They have analyzed the causes ofcultural differences between China and the United States and elaborated on culturaldifferences in detail,to conclude that both sides must be more sensitive to culturaldifferences in business negotiations.However,each business negotiation’s actualsituation is different,so it cannot be generalized in a few words.Therefore,this papertakes the Sino-US business negotiation case as the micro-level and the cross-culturaltheoretical dimension as the macro-level analysis,combining theory and empiricalevidence.Moreover,they are considered at both the micro and macro levels,analyzingand reflecting on different negotiation situations,different ways of thinking,values,and differing perceptions of time influence the parties to facilitate a"win-win"agreement.
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Chapter 2 Literature Review
2.1 International business negotiation
There are two transparent processes in the international business negotiation:claiming value and creating value(Lewicki,Barry,&Saunders,2004).In order tocreate value,all sides need to seek all available interests based on cooperation.Theessence of value-seeking is competition.Therefore,there is a game between the twosides in international business negotiation.
Negotiation is a fundamental activity of human beings.It is a behavior process inwhich people strive to reach a specific unified intention through mediation tocoordinate their relations and meet their social life(Nierenberg,2012).In theeconomic field,business negotiation promotes the transaction through negotiation afterputting forward the transaction terms according to both parties'intentions.
The participants in international business negotiation activities are human beings.In the process of international business negotiation,there is implicit subjectivethinking of people.This thinking is based on self-cultivation and cultural background,but it needs to refer to international law in the negotiation process.Therefore,international business negotiation is difficult and political.
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2.2 Hofstede cultural dimensions theory
Hofstede's cultural dimensions theory is a classic framework for the theory ofcross-cultural business negotiation.The dimensions within the structure reflect theinfluence of a society’s culture on its members’values and the relationship betweenvalues and behavior.
Hofstede's cultural dimensions theory reflects cultural differences and one of themost common approaches for describing cultural differences.Through research,thedifferences among different cultures can be grouped into six basic dimensions ofcultural values.
Hofstede's cultural dimensions theory research process had gone through threephases up to now.In the first phase,the first four basic dimensions were proposedbased on the analysis of a survey conducted within IBM in the 1970s:Power Distance(PDI),Individualism(IDV),Uncertainty Avoidance(UAI),and Masculinity(MAS).The second phase was in 1991 when Michael Harris Bond and his colleaguesconducted a study that combined Confucian cultural factors and added the fifthdimension to this model:Long-Term Orientation(LTO).In the third phase,GeertHofstede was guided by analyzing the Minkov World Values Survey data that the sixthdimension was identified:Indulgence versus Restraint(IVR).
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Chapter 3 Research Methodology.................................20
3.1 Research questions..............................................20
3.2 Research Methodology.................................20
3.3 Interview questions design.............................21
Chapter 4 Results and Discussion....................................24
4.1 Case study.....................................24
4.1.1 Case description...........................24
4.1.2 Case analysis...................................26
Chapter 5 Conclusion..................................64
5.1 Major findings....................................64
5.2 Limitations of the present research...........................65
5.3 Suggestions for further research....................65
Chapter 4 Results and Discussion
4.1 Case study
4.1.1 Case description
C company is an enterprise in Beijing;supplier Q company is an Americanenterprise.Both enterprises need to involve in an equipment and system renewalprocurement project.C Company needs to make a system update procurement projectfrom Q Company.Before the negotiation,the Chinese company carefully combed andunderstood its internal requirements and the basic situation of company Q’s software toprepare for the negotiation and to strive to know each other.
To reach a final agreement smoothly,the American company visited China tounderstand local needs and negotiate for the contract.In preparation for these businessnegotiations,both companies made a daily meeting schedule.As a trading company,the Chinese company already has experience in cross-cultural business communication.They did not carry out business reception activities at first and immediatelycommenced the conference process.
At the beginning of the negotiation,the Chinese team introduced the company’sbusiness concept and project background,started from the big picture,and required theAmerican side to reach a consensus-based on the cooperation principle.In contrast,theAmerican team hopes to raise questions directly about specific procurement projectsand not waste time on irrelevant issues.After the emergence of short-term andtemporary differences,the two sides quickly returned to the formal plan according tothe meeting schedule.
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Chapter 5 Conclusion
5.1 Major findings
Human beings inhabit the earth because we are continually cognizing ourselveswhile experiencing the world to build the meaning of communication in the interactionbetween ourselves and the world.The purpose of studying the cultural differences andconflicts between China and the United States is to have a clear understanding ofourselves and others,to make our business negotiations truly benefit and eliminatedisadvantages.As Professor Geert Hofstede said,“National Culture cannot be changed,but you should understand and respect it.”
After continuous business and cultural exchanges,Chinese businesspeople havegradually realized cultural differences between China and the United States.Byanalyzing current work practice cases and interviews with the participants,we can seethat various cultural dimensions penetrate and influence each other in businessnegotiations,leading to conflicts and contradictions.
Based on Hofstede’s dimension theory of cultural differences,this paper analyzesthe cultural differences in business communication through case analysis and furtherfinds out the main influencing dimensions in Sino-US business negotiations throughinterviews with participants.Under the influence of cultural differences,to effectivelyimprove the effectiveness of business negotiation.For the differentiation of values,based on the dimensions of collectivism,long-term orientation,and power distance,both sides should do an excellent job of research before the negotiation,clarify bothsides'balance goals,and use communication skills for consultation.
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