The aim of this work is to investigate the role of culture in a cross-cultural business encounter and to investigate the potential of mediation for these specific situations. The results should help to reach an understanding and improvement of communication in these situations - knowing that communication is one of the most vital manager’s tasks that takes up between 50 and 90 % of a manager’s time. Therefore communication that is not disturbed by cultural misunderstandings is essential for the success of any cross-cultural enterprise.
The first main part examines if there are any differences in the way that these nations approach business - especially negotiations – and if so, the disclosed differences will be laid down and explained with an outlook on the cultural roots of these specific issues of behaviour. The main focus rests on Germany as a starting point with which the other cultures will be compared. Different approaches regarding research findings in the cultural field will be presented and applied to the particularities found in the named nations.
In the second main part mediation will be scrutinized as a possible tool to facilitate cross-cultural negotiations. It will be questioned whether mediation may be helpful in a cross-cultural context, which aspects of mediation can help to overcome the special barrier culture in negotiations, working methods and which factors may have to be considered with special care in such a situation. This will be done with a focus on the cultural dimensions presented in the first part. In a next step, cultural training will be briefly presented as a human resources tool that may help to prepare for a temporary stay abroad and for cooperation with members of other cultures. For this different training methods will be explained.
In a conclusion the findings of this paper will be summarised, specific advice for negotiations with the cultures under scrutiny will be given and a general checklist for cross-cultural negotiations will be presented. It must be stressed that this paper will not be an empirical work, but concentrate on the analysis of the existing literature and partly resort to interviews carried out by the author. In total this work should be an inducement for further research on the influence of culture on negotiations within Europe and the advantages that mediation can offer for cross-cultural encounters.
Table of Contents
A. Introduction
I. Choice of Subject
II. Aim and Course of This Work
B. Negotiations in a Cross-Cultural Context
I. Influence of Culture on Business Life
1. Culture as a Barrier to Negotiations – Some Introductory Examples
2. Definitions
II. Hofstede's Cultural Dimensions
1. Power Distance
2. Individualism versus Collectivism
3. Masculinity versus Femininity
4. Uncertainty Avoidance
5. Long Term Orientation
III. Other Researchers
1. Hall: Different Time Notions and Communication Styles
a) Monochronic and Polychronic Notions of Time
b) Low and High Context Communication – Direct versus Indirect
2. Trompenaars’s Study on Management Styles
a) Universalism versus Particularism
b) Specific versus Diffuse Cultures
IV. Culture’s Influence on Business Organizations
1. General
2. Organizational Culture in Germany
3. Organizational Culture in Brazil
4. Organizational Culture in France
5. Organizational Culture in Sweden
V. Comparison of Negotiation Styles
1. Preparing for Negotiations Efficiently
2. Negotiations in Germany – Marked by Structure and Logic
3. Negotiations in Brazil – Involvement of Family in Business
4. Negotiations in France – Disturbed by French Thrive for Genius
5. Negotiations in Sweden – Consensus as Highest Value
6. Finishing Negotiations: The Meaning of Contract in Different Cultures
VI. A Critical Examination of the Harvard Concept
1. Separate the People from the Problem
2. Focus on Interests, not Positions
3. Invent Options for Mutual Gain
4. Use Objective Criteria
VII. Summary
C. Overcoming Cultural Barriers Through Mediation
I. General
II. Choice of Mediator
1. Personal requirements
a) High Degree of Trust and Acceptance
b) Communication Skills and Pronounced Cross-Cultural Empathy
c) Knowledge about Cross-Cultural Conflict Patterns
2. Institutions
a) International Chamber of Commerce, Paris
b) Centre for Effective Dispute Resolution, London
c) CPR Institute for Dispute Resolution, New York
d) Dispute Resolution Board Foundation, Seattle
III. Critical Aspects in Cross-Cultural Mediation
1. Structuring the Mediation Process
2. Neutrality of the mediator
3. Choice of language
IV. Potential Advantages of Mediation in Cross-Cultural Negotiations
1. Problem and Relationship Orientation of Mediation
2. Advantage of Structured Negotiation
3. Assisted Search for Interests Behind Positions
4. The Mediator – a Communication Expert and Reality Agent
V. Three Moments of Involvement of Mediation
1. Deal Making
2. Deal Managing
3. Deal Mending
VI. Mediator’s Roles
1. The Interpreter
2. The Buffer
3. The Coordinator
VII. Limitations of Mediation
VIII. Summary
D. Cultural Training as a Human Resources Development Tool
I. Aim of Cross-Cultural Training
II. Training Methods
1. Intercultural Assessment Center
2. Culture Assimilator
3. Intercultural Coaching
III. Evaluation
E. Conclusion
I. Negotiation Advices
1. For Encounters with German Negotiators
2. For Negotiations between Germans and Brazilians
3. For Negotiations between Germans and French
4. For Negotiations between Germans and Swedes
II. Checklist of Negotiation Variables
III. Conclusion
Objectives and Topics
The primary aim of this work is to investigate the influence of cultural differences on negotiation styles within Germany, Brazil, France, and Sweden, and to evaluate the potential of mediation as a mechanism for overcoming resulting cultural barriers in international business encounters.
- Cross-cultural negotiation behavior and cultural dimensions.
- Organizational culture impacts on business communication in Germany, Brazil, France, and Sweden.
- Critique of the Harvard Concept in international contexts.
- Mediation as a strategic tool to facilitate communication and prevent conflict.
- Human Resources development through cultural training methods.
Excerpt from the Book
1. Culture as a Barrier to Negotiations – Some Introductory Examples
Societies are influenced in their behaviour by culture in many aspects – one of them negotiations. Different cultures have different approaches to time, to communication, to concepts like honour or face etc. Time for example is a concept that is not universally handled the same way. When Americans are about to make a deal their guideline is “Time is money”. Therefore they intend to come directly to the point in order to conclude the deal without delay. Yet for Asians the first intention when meeting potential business partners is to get to know the other in order to be able to decide if a partnership is desirable. Thus they spend much time with ceremonies and rituals like having tea together, playing golf and talking about other than mere professional issues or the questions at stake. For cultures that directly want to approach the core dealing questions this seems like a big waste of time. For the other cultures, yet, this does not mean that factual problems are ignored. These facts are merely been seen in a broader and more long-term oriented context that is connected to persons as well.
There are also well-known stereotypical generalisations like the belief that Germans are always punctual, French or Brazilian always unpunctual. This may turn out to be right or wrong. The point however is that there are different attitudes to time behind this which should be known in order to understand why the French or Brazilian negotiation party is always late and in order to see that this does not have to mean that they do not take the negotiations or the other parties themselves seriously enough. The reasons for this type of behaviour will become clear in the course of this work.
Chapter Summary
A. Introduction: Presents the motivation for examining cross-cultural negotiation differences in a European and international context, highlighting the importance of foreign trade for Germany.
B. Negotiations in a Cross-Cultural Context: Provides a comprehensive overview of cultural dimensions (Hofstede, Hall, Trompenaars) and their practical application to the organizational cultures and negotiation styles of Germany, Brazil, France, and Sweden.
C. Overcoming Cultural Barriers Through Mediation: Analyzes the potential for mediation to bridge communication gaps, defines the necessary mediator qualifications, and outlines the role of mediation in deal-making, managing, and mending.
D. Cultural Training as a Human Resources Development Tool: Explores methodologies for cross-cultural training, such as assessment centers and coaching, as a secondary measure to improve business performance in international settings.
E. Conclusion: Synthesizes findings by offering specific negotiation advice for the analyzed countries and providing a practical checklist for cross-cultural preparation.
Keywords
Mediation, Cross-Cultural Negotiation, Cultural Dimensions, Hofstede, Business Communication, International Business, Conflict Resolution, Human Resources Development, Organizational Culture, Negotiation Styles, Germany, Brazil, France, Sweden, Intercultural Training
Frequently Asked Questions
What is the core focus of this research?
The work examines how cultural differences influence negotiation styles and business encounters in Germany, Brazil, France, and Sweden, and how mediation can mitigate the resulting barriers.
What are the central themes of this thesis?
Central themes include the impact of culture on organizational behavior, the limits of universal negotiation theories like the Harvard Concept, and the practical application of mediation in intercultural business disputes.
What is the primary aim of the study?
The aim is to identify cultural roots of misunderstandings in negotiations and to propose mediation as an effective intervention tool to maintain long-term business relationships.
Which scientific methodology is applied?
The thesis is based on an extensive analysis of existing literature on cultural dimensions, organizational behavior, and dispute resolution, supported by author-conducted interviews.
What does the main body of the work cover?
It provides detailed examinations of cultural variables, a critique of Western-centric negotiation models, and practical guidelines for mediators and business professionals.
What keywords characterize the work?
Key terms include Mediation, Cross-Cultural Negotiation, Cultural Dimensions, Organizational Culture, and Intercultural Competence.
How do German and French negotiation styles differ significantly?
Germans typically emphasize structure, logic, and a monochronic approach to time, whereas French negotiators tend to value status, genius, and indirect high-context communication, often requiring relationship-building before business details.
What is the role of the mediator in a cross-cultural context?
The mediator acts as an interpreter of cultural symbols and communication styles, a buffer against face-loss, and a coordinator who structures the process to ensure fairness and progress.
- Citar trabajo
- Helena Alves (Autor), 2004, Mediation as a Tool for Overcoming Cultural Barriers in Negotiations. A Comparison between Germany, Brazil, France and Sweden, Múnich, GRIN Verlag, https://www.grin.com/document/121462
