1/20/2018 Cross-Cultural Training — A key factor for International Business Negotiation Essay Example for Free

Cross-Cultural Training — A key factor for International Business Negotiation Essay

Subject: Culture, (https://studymoose.com/culture) Negotiation Date: 1 June 2016

(https://studymoose.com/negotiation)
Words: 1941
University/College: University of Chicago
Pages: 7
Type of paper: Thesis/Dissertation Chapter

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(/)
In fact, different sensitivity to time must be contributed to the loss of the contract since for Enron’s negotiator, time
equals to profit, while for the businesspeople of India, slower negotiation leads to better trust in the other side
(Salacause, 2004). The great diversity of the cultures worldwide makes it difficult for negotiators, even an experienced
one, to adapt well to all the cultures that may confront them.

3. CROSS-CULTURAL TRAINING IS A KEY FACTOR FOR A SUCCESSFUL BUSINESS NEGOTIATION As shown

in the example above, cultural conflicts may result in an unsuccessful business negotiation and Black and Mendenhall
(1989) claimed that the business negotiation between different cultures often fail due to problems related to cultural
differences. Such conflicts are probably led by cultural shock which is to describe the problems encountered by
individuals who go from one culture to another (Bhawuk & Brislin, 2000).
Serious obstacles to cross-cultural offered relevant practitioners with a legitimate reason to provide cross-cultural
training since it would result in the relief, if not being totally removed, of culture shock (Bhawuk & Brislin, 2000) and
therefore improve the performance of expatriates in business activity and negotiation. As Black and Mendenhall
(1990) state, Cross-Cultural Training designed for expatriation is helpful for expatriates to develop performance or
learn appropriate behaviors to achieve better adjustment in foreign countries through observation and experience of
different cultures ( Moon, Choi, Jung, 2012).

If negotiators experience Cross-Cultural Training Program, they can soon know well about knowledge of acceptable
behaviors as well as taboos of the host country (Black, 1991). Therefore, negotiators can improve their skills on how
to deal with
cross-cultural business and negotiation in cognitive and interpersonal perspective. (Littrell, Salas, Hess, Paley, and
Riedel, 2006).

Taking Cross-cultural Training before cultural interaction helps to relief the severity of the cultural shock and shortens
the duration of not being acclimated to the new culture. An appropriately designed Cross-Cultural Training program
can improve the adaption of the negotiator to the new cultural situation (Shen and Lang, 2009). In 1983, Brislin
presented several Cross-Cultural Training methodologies which then became popular:

(1) Fact-Oriented Training which is the most basic type of Cross-Cultural Training in which trainees will be exposed to
various facts or information about the culture of the host country (Black and Mendenhall,1989);

(2) Attribution Training, communicating with culture assimilator to enable trainees to internalize values and standard of
behavior of the host culture;

(3) Cultural Awareness Training, which is to provide the expatriate deep understanding about the concept of culture
and cultural differences through teaching awareness about the home culture (Hånberg, Österdahl, 2009);

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