In today's global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators' assumptions about when and how to negotiate, their interests and priorities, and their strategies. It explains how confrontation, motivation, influence, and information strategies shift due to culture. It provides strategic advice for negotiators whose deals, disputes, and decisions cross cultural boundaries, and shows how to anticipate cultural differences and then manage them when they appear at the negotiating table. It challenges negotiators to expand their repertoire of strategies, so that they are prepared to negotiate deals, resolve disputes, and make decisions regardless of the culture in which they find themselves.
Includes a review of the various contexts and building blocks of negotiation strategy
Explains how and why negotiation may be practiced differently in different cultures and how to modify strategy when confronted with different cultural approaches
Explores the three primary cultural prototypes negotiators should understand
Negotiating Globally is ideal for those relatively new to negotiation, particularly in the global arena, and offers an overview of the various contexts and tactics of negotiation strategy. Written by an award-winning negotiation expert, this book provides an ideal framework for any and all global negotiations.
Since the 2007 edition of Negotiating Globally, I have had the privilege of continuing to do research with former collaborators and the opportunity to do research with new ones. The third edition of Negotiating Globally tries to distill for the global manager the state of what scholars know and managers have experienced about culture and negotiation. There is still much we don't know, and I look forward to future collaborations with scholars around the world who are studying culture and negotiation, as well as with managers who come to us with their stories, frustrations, and insights.
Several new collaborations have had an important impact on the third edition of Negotiating Globally. The major redirection of this edition is to move from viewing culture from an East Asian - Western perspective, which assuredly leaves out much of the world, to the expanded perspective of dignity, face, and honor, which includes the Middle East, North Africa, Southern Europe, and Latin America. This change I owe to the influence of Soroush Aslani. He introduced me to this way of conceptualizing culture and then took a major role in a multiyear research project to compare and contrast negotiations in honor (Qatar) and dignity (United States) cultures, to which we later added data from a face culture (China). I owe huge thanks to all the members of this research team: to Soroush, to be sure, but also to Jimena Ramirez-Marin, without whose three trips to Qatar there would have been no study. To long-time collaborator Laurie Weingart, who arranged for data collection in Qatar, and to Starling Hunter, who welcomed Jimena to his classes and encouraged his students to participate. To Cathy Tinsley, who is always our fiercest intellectual critic and who has read and commented on draft after draft, and also supported some of the research financially. To Wendi Adair, who always keeps the team grounded in solid methods and stronger logic, and for introducing Zhaleh Semnani-Azad to the team. To Zhaleh, who always knew all the latest literature and made sure we did! To Zhixue Zhang, who invited me to teach at Guanghua School of Management, Peking University, in the spring of 2012, making it possible to add face culture data to the study with the excellent support of Jing Jing Yao. Jing Jing and Jimena collaborated on data analysis; Soroush is our major writer and presenter. It has been a special pleasure for me to work on this project with long-time collaborators, Wendi, Laurie, Cathy, and Zhixue, and share with them the training of and the learning from Soroush, Jimena, Zhaleh, and Jing Jing. It is particularly gratifying that this unfinished research was chosen as one of five papers to be recognized by the Academy of Management in 2012 for the All Academy Dexter Award for best paper on an international business topic. 1
It was Brian Gunia, finishing up his dissertation and wanting to learn more about culture, who encouraged me to take out my India data and then led our research into trying to understand the important role that trust has in influencing negotiation strategy. Brian is responsible for the Q&A and S&O terminology that provides language to distinguish strategy from outcome - a point also emphasized by Brosh Teucher. Although I am not personally acquainted with Toshio Yamagishi, his intellectual distinction between interpersonal and institutional trust has had a major impact on my thinking about culture and trust, along with the scholarship of my colleague Michele Gelfand, who has done much to conceptualize the implications of tight versus loose cultures. Michele continues to be a resource and sounding board both when we are working on a project together and when we are not. Amit Nandkeolyar and Dishan Kamdar ably supported the trust studies in India, and Amit continues to work with us on issues of trust and mindset. This research was recognized by the