2025年theimpactofculturaldifferencesoninternationalbusinessnegotiation学位论文.doc

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The Impact of Cultural Differences
on International Business Negotiation
学 院
年 级
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专 业
学 号
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指导老师

20
年
月
毕业论文(设计)诚信承诺书
题目
学生姓名
学号
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学生承诺
我承诺在毕业论文(设计)活动中，遵守学校有关规定，遵守学术规范，本人毕业论文(设计)内容除尤其注明和引用外，均为本人观点，不存在抄袭、抄袭他人学术成果，伪造、篡改试验数据旳状况，假如有违规行为和论文抄袭率达到30%以上，我乐意承担一切责任，接受学校旳处理。
学生(签名)：
年 月 曰
查询毕业设计（论文）抄袭成果： %
指导教师承诺
我承诺在毕业论文(设计)活动中，遵守学校有关规定，遵守学术规范，通过本人核查，该生毕业论文(设计)内容除尤其注明和引用外，均为本人观点，不存在抄袭、抄袭他人学术成果，伪造、篡改试验数据旳现象。

指导教师(签名)：
年 月 曰
四川科技职业学院毕业设计（论文）评审表（指导教师用）
姓名
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评价项目
详细规定
权重
A
B
C
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调查论证
能独立查阅文献和从事其他调研；能对旳翻译外文资料；能提出并很好地论述课题旳实行方案；有搜集、加工多种信息及获取新知识旳能力。

研究方案旳设计能力
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分析与处理问题旳能力
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指导教师签名：
20 年 月 曰
阐明：在“A、B、C、D、E”对应旳栏目下划“√”
四川科技职业学院毕业设计(论文)任务书
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论文题目
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题目来源
实习实践（ ）理论研究（ ）
一、基本任务与规定
基本任务：通过论文及设计，运用自已旳专业知识对人事系统旳基本管理模块及功能进行实现，界面清晰明了，人机对话简单以便……
指导教师用黑色字迹填写，字数为100－120
规定：设计要有一定旳专业性，体现出自已旳专业所学，对Visual Basic界面实现把握恰当，视觉效果很好；系统模块检索功能操作以便……
二、工作内容及时间安排
1．选题：
20 年 月 曰前
2．开题汇报：
20 年 月 曰前
3．搜集资料及实行研究：
20 年 月 曰前
4．完毕草稿：
20 年 月 曰前
5．完毕修改稿：
20 年 月 曰前
6．完毕定稿：
20 年 月 曰前
7．答辩：
20 年 月 曰前
摘 要
本论文重要基于英文导游词旳基本特点，通过对英文导游词用语旳构造和内容两方面旳详细分析来论述英文导游用语旳特点。首先对英文导游词进行基本概述；另一方面，通过对英文导游用语四部分构造旳分析，阐明导游用语在构造上旳基本特点；再次，通过详细五方面对英文导游用语进行内容上旳分析。更深入在内容上论述英文导游用语旳基本特点。最终，对英文导游构造和内容上旳特点进行综合分析总结。
关键词：特点概述；构造特点；内容特点；综述
Abstract
This is mainly the basic characteristic based on English guide's word, through come , expound the fact English guide characteristic of term to structure and content of English guide word .Two respect of concrete analyses of term. At first, Carry on the basic summary to the English guide's word; Secondly, through an analysis of four parts of structure of English guide's term, prove guide's term is in the structural basic characteristic; Moreover, carry on the analysis on the content to the English guide's term through five concrete respects. Go still one step further to explain the basic characteristic of the English guide's term in content. Finally, go on comprehensive analysis summarize to English guide structure and characteristic of content.
key words：Summary of Characteristic; characteristic of Structural; characteristic of Content; survey
Content
Part one Introduction 1
Part two Cultural Influences and Types 1
Cultural Influences 1
Cultural Types 2
Part three The Relevant Cultural Factors 4
Language and Communication 4
Values……….. 5
Value towards Time 5
Value towards Relationships 5
Decision-making Process 6
Part four Different Negotiation Styles 6
The American Negotiation Style 6
Language and Communication 6
Values 7
Decision-making Process 8
The Japanese Negotiation Style 8
Language and Communication 9
Values 9
Decision-making Process 10
The German Negotiation Style 11
Language and Communication 11
Values 11
Decision-making Process 12
Part five Conclusion 13
致 謝 14
参照文献 15
Part one Introduction
International business negotiations are far more complex than domestic ones. The difficulties are due to the big differences between the two parties in a negotiation in language, value, behavior patterns, moral standards and so on. All those factors are playing crucial roles in negotiations. The key to effective cross-cultural communication is knowledge. So we must learn and know as much knowledge as we can. Knowing these cultural differences can help us solve the problems and reduce the misunderstandings in International business negotiations. Due to these cultural differences, negotiators who come from different part of the world can form different negotiation styles. The relation between culture and negotiation styles has been the topic of much investigation and research in recent times. Being familiar with different cultural differences can help us get a close view of different negotiation styles, and all these previous efforts can make the International business negotiation smooth. The thesis will elaborate on the cultural factors and their influences on negotiation styles in different countries.
Part two Cultural Influences and Types
Cultural Influences
When two groups from the same country are doing business, it is often possible to expedite the whole negotiation procedure. Because they have the same cultural background, the mutual communications are easy to understand. This does not mean they have no obstacle during the whole negotiation procedure, but compare with people who do business from different cultures, they do not have the impact of cultural differences, so the contradictions seem to be easy solved.
If two different cultures are involved, one party without a real knowledge of another culture
, it may lead to misunderstandings. The international negotiators must be careful when handle these cultural differences and do not use the same way like negotiate with local businesspersons.
A great number of real cases show that due to misunderstandings, many businesses were lost. For example, an American businessman once presented a clock to the daughter of his Chinese counterpart on the occasion of her marriage, not knowing that clocks are inappropriate gifts in China because they are associated with death. His insult led to the termination of the business relationship. It is also bad form to give the gifts of great value to the Japanese than those received.
As an international business negotiator, he or she must try his best to learn and know the culture differences in order to avoid some mistakes and through the cultural exchange to establish a good cooperation relationship with his partners.
Cultural Types
Beliefs and behaviors are different from different cultures, because each develops its own means of explaining and coping with life. Four cultural dimensions can help to explain the differences between cultures. Though the distinctions between them seem clear, the dimension should be regarded as a general guide. The four dimensions are gender, uncertainty avoidance, power distance and individualism.
Gender cultures can be divided into masculine and feminine types. Masculine cultures typically value assertiveness, independence, task orientation and self-achievement. Masculine societies tend to have a rigid division of sex roles. The competitiveness and assertiveness embedded in masculine societies may result in individuals perceiving the negotiation situation in win-or-lose terms. In masculine cultures, the party with the most competitive behavior is likely to gain more.
Feminine cultures value modesty, cooperation, nurturing and solidarity with the less fortunate. Femininity is related to empathy and social relations.
Uncertainty avoidance This term refers to how uncomfortable a person feel in risky or ambiguous situations. In high uncertainty avoidance cultures, people tend to avoid tense situations. These cultures tend to observe formal bureaucratic rules, rely on rituals and standards, and trust only family and friends.
In low uncertainty avoidance cultures, people are generally more comfortable with ambiguous situations and are more accepting of risk. Low risk avoiders require much less information, have fewer people involved in the decision-making, and can act quickly. Such cultures dislike hierarchy and typically find it inefficient and destructive. Deviance and new ideas are more highly tolerated. Cultures characterized by low uncertainty avoidance are likely to pursue problem-solving solutions rather than maintain the status quo.
Power distance Power distance refers to the acceptance of authority differences between people—the disparity between those who hold power and those affected by power. High power-distance cultures are status conscious and respectful of age and seniority. In high power-distance cultures, outward forms of status such as protocol, formality, and hierarchy are considered important. Decisions regarding rewards and redress of grievances are usually based on personal judgments made by power holders. When someone from a high-masculinity culture attempts to work with someone from a high power-distance culture without either party recognizing the variations in their respective behaviors, clashes are likely to disrupt negotiations. In low power-distance cultures, people strive for power equalization and justice. A low power-distance cultural values competence over seniority with a resulting consultative management style. Low masculinity and low power distance may be related to the sharing of information and the offering of multiple proposals as well as more cooperative and creative behavior.
Individualism In individualism cultures, people tend to put tasks before relationships and to value independence highly. People in these cultures are expected to take care of themselves and to value the needs of the individual over those of the group, community, or society. Individualistic cultures prefer liner logic and tend to value open conflict. Members from individualistic societies expect the other side’s negotiation to have the ability to make decision unilaterally.
By contrast, cultures that value collectivism emphasize solidarity, loyalty, and strong interdependence among individuals. Relationships are based on mutual self-interest and are dependent on the success of the group. Collectivist cultures define themselves in terms of their membership within groups. Maintaining the integrity of groups is stressed so that cooperation, conflict avoidance, and conformity dominate the culture. Collectivist societies tend to stress abstract, general agreements over concrete, specific issues.