1. Reinis Briljants Justīne Skuja Katrīna Čuhleba Rihards Kronītis Kaan Virlan Emeline BOULET Negotiations in Cross-cultural Business Environment

2. Cross-cultural Negotiations Researching the traditions and background of the people you are negotiating with is very important for a successful negotiation. Possible differences between various cultures: communication and body language; business and cultural etiquette; attitude toward conflict; decision-making processes; disclosing of information etc.

3. Preparation for Cross-cultural Negotiations Talk with friends and associates who have experienced the culture; Find out the information on the cultures by reading books, watching movies and doing internet research; Contact import-export agency representatives and professional consultants; Focus not only on the culture and stereotypes, but also on the individuals and the context.

4. Basic Skills for a Successful Negotiator 1. The ability to prepare thorough the whole negotiation; 2. The ability to set limits and goals; 3. Good listening skills; 4. Clarity of communication; 5. Knowing how and when to push “the pause button” and evaluate the emotional state and situation; 6. Knowing how to close a deal and invent options for mutual gain.

5. Complex Negotiations If necessary, form a professional team of interpreters, lawyers and consultants; Investigate the legal and financial issues, government involvement, situation of the market etc. Keep the other party informed about the changes, work out and confirm an agenda for the meeting.

6. EUROPE

7. Negociation with Northern European Countries : Formal and profesionnal relationship Appointments must be scheduled Punctuality  Golden rule Pragmatic No use of field of emotion Example of United Kingdom : Loos approach to their work Interested in objective facts Team workers Youngish partner by virtual negociation/Decision maker in face to face

8. EUROPE Negociations with Southern European Countries : Visual communication Conversation animated Expressive and love negociating Personal relationship with their partner Need to time to decide The example of Slovakia: Formal approach to business relationship  changing with new generation Want to know a lot from their partners to trust them Not tactile people Visual contacts, cons etc  trademarks of politeness Direct and honest

9. USA & Latin America

10. USA The Business Card; When you are doing business in the United States, you must be on time; Deadlines.

11. Latin America Latin Americans generally prefer to conduct business negotiations face to face; Important to develop and maintaing relationships; Argentines tend to defer to a key negotiator and and will use contracts and have lawyers and accountants review them in depth; Brazilians view a negotiation as a relationship and a long-term agreement.

12. ASIA

13. The in-group and the out-group network; Emphasis on relationships and friendships; Arriving early to a meeting indicates respect; Trust is based on "individual trust";

14. ASIA Verbal commitment is better than written contracts; Fairness is based on needs; Taking risks is very uncommon; Negotiator is calm, moves slowly, does not show emotions; Consensus decision making style - team players.

15. AFRICAN CULTURES

16. Africans are often very hierarchical, and people expect to work within clearly established lines of authority. Most of them believe in information sharing as a way to build trust. Negotiation happens within social networks, following prescribed roles. Women in conflict with husbands, for example, are to defer and apologize, preparing a ritual meal to symbolize the restoration of harmony.

17. AFRICAN CULTURES African businesspeople are usually willing to take some risk Personal feelings and experiences are considered mostly ir- relevant in business negotiations Elders have substantial power, and when they intervene in a conflict or a negotiation, their words are respected.

18. ARAB CULTURES

19. When doing business negotiations it is important to always remain respectful. “Dignity and respect are key elements in Saudi Arabian culture and saving face, through the use of compromise, patience, and self-control is a means by which to maintain these qualities. Arabian culture particular emphasis is placed on tone of voice, the use of silence, facial cues, and body language. For instance, silence is often used for contemplation and you should not feel obliged to speak during these periods.

20. ARAB CULTURES Arabia’s power distance is so high, this means that they believe there is a very big difference in equality among people. Religion is the biggest cultural priority in Arabia. “There is no strict division between religion and other areas of life. It is common for them to re-open a discussion over items that had already been agreed upon.That’s why achieeving to final agreement is quite hard with Arabians.

21. CONCLUSIONS Preparation before negotiating is needed  cultural norms and values, time management, eye contact, personal space, touch Differences in communication, attitude toward conflict, task completion, decision-making processes, information disclosure USA, Northern Europe and Africa – low context cultures Asia, Latin America, Southern Europe and Arab countries – high context cultures Flexibility, adaptability and respectfulness

22. QUESTIONS 1) What are the most important characteristics of a good negotiator?

23. QUESTIONS 2) In which culture they prefer doing business without signing contracts?

24. QUESTIONS 3) In which part of Europe you must have a relationship with your partner to negotiate with him ?

25. QUESTIONS 4) Which culture does not show any emotions during business negotiations?

26. QUESTIONS 5) Between British and Slovaks, who are the less tactile and need to maintain a certain physical distance with their partners ?

27. QUESTIONS 6) In your perception what is the main characteristic issues about African culture ? 7) If you will have a chance to make a business with African negatiator how you will approach to your business ?

28. QUESTIONS 8) Which business culture highly values the process of trading business cards?

29. References Bibliography Adler, Nancy. International Dimensions of Organizational Behavior, 5th ed. Cincinnati, OH: South-Western College Publishing, 2008. Bosrock, M. M. (1999) Put Your Best Foot Forward, USA: A Fearless Guide to Understanding the United States of America, Intl Education Systems; Donaldson, M. C. (2007) Negotiating for Dummies, Wiley Publishing Inc. Fang, Tony. (1999). Chinese business negotiating style. Sage Publications Fernandez, J.A., & Underwood, L. (2006). China CEO: Voices of experience. John Wiley. Fukuyama, Francis. (1995). Trust: The social virtues and the creation of prosperity. Simon & Schuster. Graham, L. John. (1986). Across the negotiating table from the Japanese. International Marketing Review, Vol. 3 Issue 3, pp. 58-71. Graham, Sano, and March. Negotiating Behaviors in Ten Foreign Cultures. Management Science. Vol. 40(1), January 1994. Hurn, B. J. (2007) The Influence of Culture on International Business Negotiations. Available at: http://www.emeraldinsight.com/journals.htm?articl eid=1630762 Katz, L. (2008) Negotiating International Business - The Negotiator’s Reference Guide to 50 Countries Around the World, BookSurge Publishing; March, R.M. (1990). The Japanese negotiator: Subtleties and strategy beyond Western logic. Kodansha International. Novinger, Tracy. Intercultural Communication: A Practical Guide. Austin, TX: University of Texas Press, 2001, pg 121 Schneider, B. R. (2004) Business Politics and the State in Latin America, Cambridge University Press. Shenkar, O., & Ronen, S. (1987). The cultural context of negotiation: The implications of Chinese

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31. THANK YOU FOR YOUR ATTENTION!