英语论文网

Negotiation: the Chinese style

 School of Business, Stockholm University, Stockholm, Sweden
Acknowledgements
This study has been partially financed by a research grant from the Jan Wallanders och Tom Hedelius Stiftelse Tore Browaldhs Stiftelse.
Abstract
Purpose – To examine the nature of Chinese business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view.

Design/methodology/approach – A conceptual approach developed from personal interviews.

Findings – This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices.

Research limitations/implications – The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs.

Originality/value – Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners.
Article Type:
Research paper
Keyword(s):
China; National cultures; Negotiating; Management skills; International business.
Journal:
Journal of Business & Industrial Marketing
Volume:
21
Number:
1
Year:
2006
pp:
50-60
Copyright ©
Emerald Group Publishing Limited
ISSN:
0885-8624
An executive summary for managers can be found at the end of this article.The People's Republic of China (PRC) has emerged as one of the most dynamic elements in the global economy (Lardy, 2002; Nolan, 2001; Panitchpakdi and Clifford, 2002). During the 1990s, US$300 billion foreign direct investment (FDI) went to China. In 2002, China overtook the USA as the world's largest FDI recipient ( China Daily, 2003; Kynge, 2003). In 2003, the FDIs in China have increased by US$53.5 billion in 2003. Today, some 500,000 foreign-invested enterprises including more than 400 large companies of Fortune 500 with numerous large projects and establishments are now operating in China, now known as “the workshop of the world” (Roberts and Kynge, 2003; Chandler, 2003).
Despite enormous Western interests in China, China remains a dream for many western companies (Studwell, 2002). One potentially pitfall that often jeopardizes Sino-Western commercial relationships is negotiation (Faure, 1998, 2000; Frankenstein, 1986; Lewis, 1995; MacDougall, 1980; Stone, 1992). A survey of Western companies trading with China has shown that Western managers considered negotiation strategy the no. 1 success factor for trading relationships with the PRC (Martin and Larsen, 1999). Indeed, negotiation is a fact of Chinese life. Understanding of how the Chinese negotiate has both theoretical and practic本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。