Culture's Influence on Business Negotiations in Four Countries

John L. Graham and Mintu-Wimsat Alma
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John L. Graham: Graduate School of management University of California
Mintu-Wimsat Alma: East Texas State University Commerce

Group Decision and Negotiation, 1997, vol. 6, issue 5, No 6, 483-502

Abstract: Abstract The usefulness of a theoretical model of the determinants of business negotiation outcomes is tested in a simulation with business people from four countries (the United States, Japan, Brazil and Spain). The article is an extension of Graham, Mintu, and Rodgers (1994), and also directly tests Hofstede's and Hall's theories of culture. A problem-solving approach results in higher negotiation outcomes for Americans when their partners reciprocate. Role (buyer or seller) is the key determinant of profits for Japanese negotiations; that is, buyers do better than sellers. For the Spanish negotiators, a problem-solving approach actually yielded lower profits. For the Brazilians, interpersonal attractiveness lead to higher partner satisfaction.

Keywords: cultural differences; business negotiations; simulation (search for similar items in EconPapers)
Date: 1997
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Citations: View citations in EconPapers (4)

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DOI: 10.1023/A:1008655003951

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