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ArtikelThe Hidden Challenge of Cross-Border Negotiations  
Oleh: Sebenius, James K.
Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link ( vol. 80 no. 3 (2002), page 76-89.
Topik: NEGOTIATION; cross cultural relations; decision analysis; decision making; decision theory; globalization; managerial skills; negotiations
  • Perpustakaan Pusat (Semanggi)
    • Nomor Panggil: HH10.18
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Isi artikelCultural differences can influence business negotiations in unexpected ways, as many a hapless deal maker has learned. But the differences extend well beyond surface behaviours, such as proper table manners and the exchange of business cards - and even beyond deeper cultural characteristics, such as attitudes about relationships and deadlines. Indeed, there's another, equally treacherous aspect to cross-border negotiation : the ways that people from different regions come to agreement or the processes involved in negotiations. Decision - making and governance processes can vary widely from culture to culture, not only in terms of legal technicalities but also in terms of the behaviours and core beliefs that drive them. Numerous promising deals have failed because people ignored or underestimated the powerful differences in process across cultures. In this article, James Sebenius offers ways in which negotiators can prepare for such cultural differences. A useful approach, he says, is to map out the decision - making process - including who's involved, what formal and informal roles people play, and how a resolution is actually reached. With that knowledge, you can design a strategy that anticipates obstacles before they arise. Those negotiations that might otherwise have failed because people ignored or underestimated powerful disparities in process will, in the end, yield a meaningful "yes."
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