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The Effect of Culture on International Negotiations

  • Brian J. Hurn
  • Barry Tomalin

Abstract

This chapter examines the impact of culture on the parties concerned in international negotiations, including diplomacy and business. Such negotiations can be heavily influenced by differing cultural conventions, values, assumptions and perceptions. The discussion here looks at the advantages to be gained by carrying out some form of cultural assessment of the parties involved as a vital part of pre-negotiation preparation, in particular assessing the importance of communicating style, choice of working language, decision making, etiquette and cultural values. Examples are included from international relations and the world of business.

Keywords

Power Distance Communication Style Arab World International Negotiation Chinese Business 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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Further reading

  1. Axtell, R. (ed.) (1985) Do’s and Taboos Around the World (New York: John Wiley & Sons).Google Scholar
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  8. Harris, P. and Moran, R. (2000) Managing Cultural Differences, 5th edn (Houston, TX: Gulf Publishing).Google Scholar
  9. Hurn, B. (2007) ‘The Influence of Culture on International Business Negotiations’, Industrial and Commercial Training 39(7): 354–60.CrossRefGoogle Scholar
  10. Lewis, R. (2011) When Cultures Collide, 3rd edn (London: Nicholas Brealey Publishing).Google Scholar
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Copyright information

© Brian J. Hurn and Barry Tomalin 2013

Authors and Affiliations

  • Brian J. Hurn
    • 1
  • Barry Tomalin
    • 2
  1. 1.London Academy of DiplomacyUniversity of East AngliaUK
  2. 2.International HouseLondonUK

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