Abstract
In international assemblies and conferences, decision-makers belong to different national or regional cultures which can infl uence the path to decisions and contribute to the determination of the agenda. Despite international and/or professional training and infl uence, it does not seem probable that individuals can completely rise above their culture and always act in a ‘cosmopolitan’ way (Salacuse 1993: 208). It is thus important to shed some light on the cultural framework of negotiations. The culture and style of the negotiator can have a positive or negative effect on the outcome of the negotiation process.
La culture c’est ce qui demeure dans l’homme lorsqu’il a tout oublié — Culture is what remains when one has forgotten everything else.
(Herriot, cited in Soulié 1962)
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© 2007 Frank R. Pfetsch
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Pfetsch, F.R. (2007). Culture and Multilateral Negotiation. In: Negotiating Political Conflicts. Palgrave Macmillan, London. https://doi.org/10.1057/9780230206519_4
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DOI: https://doi.org/10.1057/9780230206519_4
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-35622-5
Online ISBN: 978-0-230-20651-9
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