Abstract
PurposeThe purpose of this paper is to examine the importance of the effect of culture when negotiating in an international business context. The paper covers language of negotiation, the need to study the culture of the parties involved, building trust and personal relationships and appropriate training for international managers.Design/methodology/approachThe various key cultural factors are considered in international business negotiation, with examples and suggestions as to how these can be used to achieve success.FindingsThe paper presents an overview illustrated with examples of the cultural factors involved in international negotiation. From these, suggested guidelines for good practice are given.Originality/valueThe paper shows that there is relatively little literature on negotiating across cultures, although the cultural “gurus” (Hofstede, Trompenaars, etc.) cover cultural differences. Also shown is the continued spread of globalisation and joint ventures, showing advice on negotiating across cultures will assume increasing importance.
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