Cross Cultural Culture

1285 Words6 Pages
Abstract This paper provides an understanding on the effect national culture has on international business negotiations and cross-cultural interactions; the paper will further observe interactions between individuals from Saudi Arabia and France. Their culture and values will be assessed accordingly in order to understand why people from different cultures behave in certain ways and what effect do these behaviors have on international negotiation settings. International business negotiation is an important topic in the business world today due to the increased globalization and demand for international agreements. Businesses are extending their operations and activities beyond their national boundaries. Negotiations that take place abroad…show more content…
Schein, Humble Inquiry: The Gentle Art of Asking Instead of Telling Chapter 1: Introduction Ever since the dawn of civilization, we have been witnessing negotiations going on in many different of aspects of our lives. Negotiation is aimed at satisfying an interest or gaining a benefit. Although it can be beneficial for many parties at once, still negotiation can leave out a party with losses. Negotiation and communication among different parties was initially not just for business purposes, but it was also widely used in politics. The aim of any negotiation today is to resolve difficult situations and…show more content…
With the fast development of the global environment and the increased need for global agreements and transactions, businesses, managers or entrepreneurs should be aware that they are going to be involved in negotiations with individuals that come from different cultural backgrounds and perceive gestures and impressions differently. Thus, considering the second party is very important. Being proficient in negotiation is a crucial skill in the international business field because it provides very important insights on how one should act and present themselves in certain situations and when around individuals from different cultures in order to yield the best benefits. The best example to illustrate how the difference in cultures can halt any deal is the Enron case in India’s Dabhol project, which failure among other political and economical reasons, was because India was not prepared to negotiate with a company like Enron, the negotiation was too fast and far too complex. For a country like India, as opposed to the United States, the pace of the negotiation and the relationships with the counterparts affected the trust and time dimensions, which in return raised red flags and led to the termination of the
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