Impact of Culture on International Business

This assignment examines the significant impact of culture on various aspects of international business. It explores how cultural differences affect negotiation styles, social conflict management, and knowledge transfer in multinational contexts. Drawing from academic literature and real-world examples, students analyze the challenges and opportunities presented by diverse cultural environments in international business operations.

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A cross-cultural comparison of international business negotiation styles in China and the UK
Name of the Student
Name of the University
Author’s Note

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Abstract
The current study has been conducted on a cross cultural comparison of the styles of negotiations of the international business that
have been adopted by the business sectors of China and UK. As countries in different geographical locations and culture, the
negotiation styles vary from one another thus the need to find the differences and the extent to which it impacts their respective
business environment.
The paper opens up with the overview to the topic giving a glimpse of the core content to be handled in the process. Further, it focuses
on the problem statement outlining the business concept to be examined as far as bargaining is concerned. In the first chapter, the
research questions, limitation of the study and other components are examined thus completing the introductory part of the paper.
The second chapter focuses on the methodology used in the finding answers to the research question. Within the section, the research
strategies and the target population are outlined to give the understanding of the study population and the authentication of the same.
The study was guided by objectives such as the establishment of the influence of culture on negotiation styles, the evaluation of the
different negotiation styles adopted by the firms in the UK and China, and the evaluation of the differences and similarities of the
negotiation styles of the UK and Chinese firms operating in the financial services sector. The study employed the use of a descriptive
research design in order to evaluate these issues in a comprehensive manner. The data was collected through secondary sources and
data analysis was carried out using Meta analysis. Besides, it highlights the methods used in gathering the information from the

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different cultures and the nature of business negotiation. The fourth chapter examines the data itself while making an analysis of the
findings. Lots of inform is dispelled in the area thus highlighting the negotiation structures and issues therein.
The fifth chapter carries out a conclusion and recommendation to the study while outlining the future scope of the study and its
importance to the global business scenario. The study reveals that culture influences negotiation styles in a significant manner and
concludes that the negotiation styles of the UK and Chinese firms operating in the financial services sector differ significantly due to
the differences in the cultures of the two countries.
Keywords: Negotiation, culture, tradition, research, methodology, data, business.

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Table of Contents
Chapter One: Introduction...............................................................................................................4
1.1 Overview of the Topic......................................................................................................4
1.2 Problem Statement............................................................................................................6
1.3 Aim and Objectives...........................................................................................................8
1.4 Research Questions...........................................................................................................8
1.5 Relevance of the Study.....................................................................................................9
1.6 Scope and Limitations of the Study..................................................................................9
1.7 Dissertation Structure and Contents..................................................................................9
Chapter Two: Research Methodology...........................................................................................10
2.1 Introduction.....................................................................................................................10
2.2 Research Philosophy.......................................................................................................10

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2.3 Research Approach.........................................................................................................12
2.4 Research Choices............................................................................................................15
2.5 Research Strategy............................................................................................................18
2.6 Target Population............................................................................................................19
2.7 Data Collection Procedures.............................................................................................20
2.8 Data Analysis..................................................................................................................21
2.9 Ethical considerations.....................................................................................................21
Chapter Three: Literature Review.................................................................................................23
3.1 Introduction.....................................................................................................................23
3.2 Theoretical Review.........................................................................................................23
3.2.1 Culture in International Business Context...............................................................23
2.2.2 Hofstede’s Cultural Dimensions Theory.................................................................25
3.2.3 Hall’s Cultural Dimensions.....................................................................................29
3.2.4 Business Negotiation Styles....................................................................................34

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3.2.5 Culture and Business Negotiations..........................................................................36
3.2.6 Financial Services Sectors in China and UK...........................................................37
Chapter Four: Data Analysis and Findings....................................................................................39
4.1 Introduction.....................................................................................................................39
4.2 Business Negotiating Styles of UK and China Financial Services Institutions?............40
4.3 Similarities and Differences in the Negotiation Process of Chinese and UK People.....44
4.4 Influence of Culture on Negotiation Styles.....................................................................46
Chapter Five：Conclusions and Recommendations......................................................................48
5.1 Introduction.....................................................................................................................48
5.2 Conclusions of the Study................................................................................................50
5.3 Recommendations of the Study......................................................................................51
5.4 Objective linking:................................................................................................................52
5.4 Future scope of the study.....................................................................................................55
References......................................................................................................................................57

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Chapter One: Introduction
1.1 Overview of the Topic
According to Shi and Wang (2011), today, businesses continue to expand their operations to international locations as a result of the
modernisation of the business environment due to the continued spread of globalisation and technology. Martin and Nakayama (2013)
notes that this need to expand operations to international locations has resulted in the need for organisations to engage in negotiations
with foreign business partners, and this has therefore increased the importance of the cultural aspect of business negotiations in terms
of how it impacts the styles of negotiations. Soriano (2014) also points out that there is need for the management of multinational
companies to understand that there exist cultural differences between different countries, and thus have the necessary skills and
competence to interact and negotiate with such business partners. According to Martin and Nakayama (2013) some of the common
scenarios of negotiations include during mergers or acquisitions, during the search and selection of appropriate suppliers, sourcing of
funds for particular projects, as well as the negotiations for the terms under which a particular project should be implemented. This
ensures that the organisation is able to achieve the best terms and thus give them an advantage when it comes to the achievement of
their internationalisation goals. Soriano (2011) further adds that this is due to the fact that these cultural differences also lead to
different styles of negotiations and this can affect the multinational businesses if they do not learn the cultural practices of the host
countries as well as the negotiation styles in the new country.

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In a study carried out by Liu and Wilson (2011), it was revealed that there are major differences in terms of the cultures of different
countries as was identified by Hofstede (2001) in his cultural studies, and this can affect the business negotiation styles of managers in
each of the countries. Further, the study reveals that since business negotiations are critical when it comes to the establishment of
businesses in foreign locations through the use of the different entry modes such as mergers and acquisitions, it is important for the
managers to accord this aspect a lot of importance as a clear understanding of the same will increase their chances of getting out of
negotiations having achieved their objectives. Martin and Nakayama (2013) also support this idea and note that most of the conflicts
that occur in international business particularly when it comes to business negotiations are usually linked to the ignorance and
inconsideration of the cultural differences that exist among the parties to the negotiations as a result of their different country and
cultural backgrounds.
Further, Imai and Gelfand (2010), also add that the global business environment is characterised by a situation where the lack of
knowledge of the cultural differences that exist between different countries by the managers is likely to lead to negative impacts in
their international negotiations. This can lead to the inability of a business to achieve the goals of their internationalisation as well as
the overall goals of the business. Liu and Wilson (2011) therefore argue that it is important for the management of multinational
corporations to understand the cultural differences between their country and the host country so as to ensure they can communicate in
an effective manner when it comes to engaging in the various negotiations, and this plays a critical role in reducing the level of
conflict that may arise in such situations.

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Lick and Hoo (2016) also argued that all businesses even local ones go through the process of negotiating whether with partners,
customers, or suppliers of domestic companies during their development and expansion process in the international environment. This
therefore raises the issue of the need for a clear understanding of the different styles of negotiations and the role that the cultural
differences play in the same. In a study carried out by Gunia et al. (2012), it was revealed that a clear understanding of the cultural
differences and their influence on negotiation styles plays a critical role in ensuring that the business managers emerge with the best
results or terms in the negotiations.
1.2 Problem Statement
International business is usually concerned with the carrying out of business activities across national borders through the various
forms which can involve exporting or producing in the foreign country. Yu and Heng (2011) reveal that such business activities brings
about a cross cultural environment in the business and this may affect the operations of the business in a negative manner in case
where it is not effectively managed. According to Crowley & Heyer, (2015), one of the challenges that management and employees in
such organisations usually face is in the form of communication since this is usually affected in a significant manner by the cultural
differences. In this regard, Przytuła, et al. (2015) note that it is important for the management of organisations to understand the
differences in communication patterns in different cultures, for example when it comes to the negotiation styles as this might help
them carry out these crucial activities in an effective manner, leading to the achievement of the goals and objectives of the
internalisation process. Further, the managers of companies, projects, or businesses that have operations in more than one country

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usually tend to find themselves in a situation where they meet partners with different negotiation styles due to their cross cultural
backgrounds. In such cases, the success of the management in executing their duties is largely dependent on their ability to understand
these differences and put them into consideration during the negotiation process. According to Jiang (2013), the different negotiation
styles exhibited by different individuals in different countries are mainly as a result of the cultural differences that exist in the different
countries, and the implication is that each different culture has a different negotiation style among its people. Akgunes et al (2012)
points out that the financial services sector in the UK and in China is made up of large multinational companies due to the integration
of the global financial system this means that they have to engage in negotiations before being able to develop strategic alliances with
local partners.
A search for empirical literature on the different business negotiation styles in China and UK as well as generally due to cultural
differences reveals that there has been a number of studies that can be useful in this study. For example, Tu (2015), carried out a study
that sought to investigate the differences in the negotiation styles among the BRIC member countries as well as the challenges that
usually arise when it comes to cross cultural business negotiations. The study also concentrated on evaluating the different cultural
aspects that play a critical role in influencing both communication styles and negotiations styles. Another study carried out by Guang
and Trotter (2012) focused on the evaluation of the influence that culture has on communication patterns in the context of international
business, and went further to focus on the negotiation styles. The study noted that these cultural differences are critical when it comes
to understanding negotiation styles, and this is a major requirement for the managers of multinational corporations since it helps them
to succeed in their activities (Berkenkotter & Huckin, 2016). As noted, there have been multiple studies in this area such as Guang and Trotter

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(2012), and Tu (2015), although literature reveals that there is scanty literature in as far as the comparison of the differences in
negotiation styles of firms in the financial services sector in China and UK are concerned. This is the gap that this study seeks to fill.
This study therefore seeks to establish the negotiation differences that exist between the UK and China
1.3 Aim and Objectives
This study focuses on evaluating the influence that culture has on the negotiation styles in business and thus seeks to carry out a
comparison of the negotiation styles adopted by UK and Chinese managers of firms operating in the financial services sector. This is
carried out through evaluating the two cultures through the use of the available cultural models and frameworks such as Hofstede’s,
Hall’s and Trompenaars’ with the aim being to evaluate the differences and how they affect the negotiation styles.
In order to achieve this, the study will be guided by the following research objectives
1. To establish the various business negotiating styles of UK and China financial services?
2. To evaluate the major similarities and differences among business negotiation styles of UK and China financial services?
3. To investigate the impact of cultural differences on the business negotiation styles of the UK and Chinese financial services?
1.4 Research Questions
The study will seek to answer the following research questions
4. Which are the various business negotiating styles of UK and China financial services?

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5. What are the major similarities and differences among business negotiation styles of UK and China financial services?
6. What is the impact of cultural differences on the business negotiation styles of the UK and Chinese financial services?
1.5 Relevance of the Study
This study will be of benefit to different categories of people such as scholars, practitioners, as well as business managers. First, the
study will provide critical information that can be used by the managers of different multinational corporations where they will get
information related to the cultural influences on business negotiation styles and thus help them avoid any conflicts during such
negotiations. Further, the results of the study will add to the body of literature of cross cultural business and communication styles
since these are the concepts that will be explored in the study. Finally, academics and other researchers can use this information to
carry out further studies in the area.
1.6 Scope and Limitations of the Study
This study will seek to evaluate issues related to cross cultural differences between the UK and China, as well as the effects that these
differences have on the negotiation styles. The study will focus on the cultures of the two countries so as to identify the differences,
and on the firms operating in the business organizations of the two countries so as to establish the differences in the negotiation styles.

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1.7 Dissertation Structure and Contents
The study will be structured based on different chapters which are usually determined by the content in terms of what each chapter
aims to achieve. The first chapter presents the introduction and background information about the concepts being studied and the
objectives that the study seeks to meet. The next chapter presents the literature review of the concepts from different sources, which is
then followed by the research methodology, analysis of data and its presentation, and finally the conclusions and recommendations.

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Chapter Two: Research Methodology
2.1 Introduction
This is the third chapter in the dissertation and is commonly employed to present the research methods that are required to ensure that
the study is carried out in an appropriate and methodological manner that can be applied by another research to obtain similar results.
This chapter is considered critical for the purpose it plays in helping the researcher to present the various steps that they intend to
make use of in their study so as to achieve the objectives that they set out to from the beginning. Further, it helps to conduct the
research process in an effective manner such that the study obtains valid conclusion and recommendations based on the research
problem. Kothari (2006) indicates that the different steps presented in the methods chapter is usually necessary when it comes to the
execution of the research process since it is referred to as the basic framework or the basis of the methods that the researcher applies in
each of the steps of the research process. For example, the methodology adopted is considered important in determining the methods
to use in the process of collecting data, those to use when it comes to the process of determining the population of the study as well as
the exact sample of the study, as well as determining the methods to use when it comes to the analysis of the collected data and the
presentation of the results. This chapter therefore contains explanations of the methods to be used by the researcher in each step.

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2.2 Research Philosophy
The research philosophy often deals with the source, development and the nature of the knowledge that can be gained. The idea of the
creation of knowledge appears to be profound that are being engaged in the creation as the part of completing the whole dissertation.
For this process, the collection of the data is necessary for answering the research questions for gaining the new form of knowledge.
In the essence for addressing the philosophy of the research in the dissertation essentially includes to formulate and the belief and the
assumptions (Ormston et al., 2014). It has been illustrated in the previous studies that the identification of the research philosophy is to
position the outer layer of the “research onion” with the alignment of the first chapter that has been clarified in the chapter of the
research methodology of the dissertation.

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Figure1: Research Philosophy in the Research Onion
Source: https://research-methodology.net/wp-content/uploads/2012/06/Research-philosophy.png
Each of the stage of the process of the research has been based on the assumptions about the nature of the knowledge that are needed
to be gained.

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The philosophy of the study tends to reflect the important assumptions that are assumed to serve the strategy of the research. The
research philosophy generally consists of various branches that are related to the wide ranges of the disciplines. Within the scopes of
the studies of the business, there are four main forms of the research philosophies (Moon & Blackman, 2014).
 Pragmatism
 Positivism
 Realism
 Interpretivism (Interpretivist)
The largest elements that have been indicated in the portion of methodology since the determination of the specific form of the
philosophy are to use critical analysis of the methods when it comes to the selection of the methods of the study (Rosiek & Gleason,
2017). It has been further described as the form of philosophy that has been used in the description of the set form of belief about the
knowledge or the school of thought that are been studied for viewing the reality of the life.
Bryman (2012), points out that a research philosophy determines the way in which the researcher will structure the knowledge they
are trying to evaluate in their study. For the current study, the philosophy of interpratisim is used (Rosiek & Gleason, 2017).
Interpretivism that is also known as the interpritist essentially involves the interpretation of the elements that are done by the
researchers in the study. Therefore, interpratativism integrates the interest of the human in the study. According to the interpretive
researchers thy assumes that the access to the reality is through the social form of the constructions that includes the consciousness,

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instruments, language and the shared form of the meanings. The development of the interpretivist form of theory is based on the
critique of the positivism in the domains of social sciences.
The interpretivism has been associated with the philosophical position of idealism that has been used for grouping together the diverse
form of the approaches that generally includes the phenomenology, hermeneutics and constructivism. These approaches generally
reject the objectivist view that tends to reside within the world of independently conscious. According to the approach of the
interpretivism, it is very important for the researchers to have a social actors that tend to appreciate the differences between the people.
Therefore, the studies of the interpretivism tens to focus on the meaning of that employ on the various methods in order to reflect the
differences in the approaches of the main issues.
Further, Saunders et al (2007), indicate that the main use of a philosophy is to provide justifications for the methods used in the entire
methodology of a study. It is noted that the concepts of the study play a major role when it comes to determining the type of
philosophy to be used in the study (Ormston et al., 2014). As a result, the researcher feels that the pragmatic research approach is
appropriate for this particular study and this is because it will be evaluating two different cultures and that is that of the UK and that of
China.
2.3 Research Approach
This is also another major part of the research methodology particularly when it comes to the social sciences as Saunders et al (2007)
reveal that there are two main approaches and these are the inductive approach and the deductive approach. They proceed to describe

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the deductive approach as being characterised by the development of hypotheses around an already developed theory and the main
idea therefore is to try and test the fit of the theory in describing the different concepts. Further, Silverman (2013) argues that the
deductive approach is commonly used by researchers where the study seeks to examine the nature of an observed phenomena and
whether it behaves as is expected based on the theory or based on previous results of studies that have already been carried out on the
same concepts. Kothari (2006) notes that the deductive approach is commonly used in conjunction with the positivist or pragmatic
research philosophy and this is mainly due to the fact that it allows the researcher to formulate and test an hypotheses. This means that
the researcher employs different statistical tests to establish whether the concepts and the hypotheses are true and to what extent they
can be proved.
However, for this current study, the Meta analysis is used for the analysis of the data. The basic idea for the qualitative meta-analysis
is to provide a very concise form and comprehensive picture of the findings that are across the qualitative studies that we investigate
from the same general research topic (Vaismoradi, Turunen & Bondas, 2013). As Schreiber, Crooks, and Stern (2013) propose, the
qualitative form of meta-analysis is characterized by ‘‘the aggregating of a group of studies for the various purposes of discovering the
essential form of elements and for translating the results into the end product that transforms the original form of results into a new
way of conceptualization’’. Another qualitative meta-analysis theoretician, Finfgeld (2013), characterized that qualitative meta-
analysis as ‘‘a new and integrative interpretation of findings that is more substantive than those resulting from of individual
investigations ’’. Qualitative meta-analysis tends to follows the same form of logic and the objective as the quantitative meta-analysis,
namely to assess a field of study that is beyond one particular form of study. However, this method considers only qualitative or, as

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pointed out later, at least partially qualitative studies. Although quantitative meta-analysis aims to bring more precise estimates of
‘‘real’’ parameters of quantitative outcomes reported in primary studies, qualitative meta-analysis attempts to conduct a rigorous
secondary qualitative analysis of primary qualitative findings.
The current study employs the Meta analysis research approach as the researcher has considered all the aspects discussed above and
determined this to be the most appropriate. This is due to the fact that the study will be focusing on the general business negotiation
styles and then moving on towards the establishment of the specific styles used by individuals managing financial institutions that are
operating in China and the UK.
2.5 Research Strategy
According to Creswel & Poth, (2017), the research methodology is the theory of the methods. It is the way of the in which the
individuals make sense of the object of the enquiry. () defines the methods as the theoretical, philosophical and the political
backgrounds to the research of the society in the domains of social science and the research methodology are qualitative and
quantitative form of researches. Moreover, the Lewis, (2015) argues that the social sciences can be conducted within the context of the
quantitative and the qualitative method.
The quantitative approach is one of the most used form of the approaches for conducting the social form of research. It is a rooted
form of academic belief that majorly puts a significant and substantial form of the trust in the numbers that have been represented in
the different opinions and the concepts. Therefore, because of this the quantitative form of the research can be conducted through

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emphasising the quantification in the collection and then analysis of the same data. It mainly relies on the hypothesis that are been
derived from the deductive theory. The objective of this is to test the theory in the way that can be by the help of the observation and
data analysis.
In contrast to this, the qualitative form of approach focuses mainly on the words and the observation for expressing the reality and
tries to describe the people and the phenomena in the natural form of the situations. Although the two approaches are very different
from each other, iot is not fair to oppose them as the two forms of the competing form of the methodologies. This form of the research
argues that the facilities of the research and then illustrates the quantitative researches and the qualitative research does not have the
same thing in the both the approaches that eventually helps to accumulate the available form of the knowledge.
In this context Marshall & Rossman, (2014) have argued that the quantitative and the qualitative form of the research are two different
forms of knowledge. Moreover Marshall & Rossman, (2014) have argued that the various philosophies that holds true for both
qualitative and the quantitative paradigms that are not diverse or mutually incompatible that are been often conveyed. On the contrary,
Marshall & Rossman, (2014) have argued there are different aspects form of the researches of the qualitative form of the research. It
has a multi paradigmatic form of focus. The practitioners of this form of the research are sensitive towards valuing the multi method
form of approach. They are well committed towards the naturalistic form of perspective and to have the better form of understandings
of the human experience. However, the field is extremely political and the multiple form of the ethical and the political form of
allegiances for shaping it.

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The research strategy as defined as a general plan that how the researcher that will go about answering the various questions formed
in the questions. They tend to distinguish between the eight forms of the strategies of the research namely, the experiments, the
surveys, the case studies, the grounded forms of the theories, the actions of the research, the explanatory research and the cross
sectional studies. However, in the current study we are using meta analysis in which the we are using all the journal articles, the
review of the literary articles, journals case studies etc those are done by the past researchers. On this descriptive form of study, the
data are analysed for the current scenario.
The research strategy or design is also considered to be a critical part of the methodology and this is pointed out by Kothari (2006) that
it plays a significant role when it comes to the determination of the direction and shape of the research process. Further, it is revealed
that this is an issue that should be addressed in a careful manner in order to help the researcher to select the most appropriate methods
that will help to conduct the study and accomplish the objectives of the study. Saunders et al (2007) also notes that the research design
that is selected in a study is influential when it comes to the determination of the validity and reliability of the results of the study,
which in turn helps to obtain the appropriate conclusions. In addition, Goddard and Melville (2007) reveal some elements of a
research methodology can be ommited in a study however it is necessary to describe the strategy due to its impact on the general
nature of the research process.
In this particular study, the researcher, after evaluating the nature of the study and data that is needed as well as the other issues
described as necessary when it comes to the selection of a research strategy, has settled on the use of a descriptive research strategy or
design. According to Kothari (2006), this is usually described as a design that is characterised by the evaluation of the different

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phenomena in the study in their natural occurrence, thus eliminating any bias that may come from the manipulation of these
phenomena before the actual collection of data is done. As a result, the researcher expects that the use of this strategy makes it
possible for them to effectively analyse the issues related to culture and its influence on negotiation styles, as well as the differences of
styles used in the UK and in China. Further, according to Saunders et al (2007) the use of a descriptive research design allows for the
evaluation of different phenomena in their current state, which therefore means that the real scenario on the ground is evaluated in the
study, further improving the validity argument of the results. Kothari (2006) on the other hand notes that this design is also appropriate
for use in studies that are employing the mixed methods approach like is the case in the current study since it provides an opportunity
for the researcher to make use of both qualitative and quantitative data, thus making it possible for a comprehensive analysis of the
different aspects of the phenomena being studied.
2.6 Target Population
Kothari (2006) describes the target population of any particular study as the whole set of individuals or objects that the concepts that
the study is about touch or affect. Further, it can also be described as all the subjects or items that can be considered as the respondents
where these are considered to be where the focus of the study will be when it comes to the consideration of those who will provide the
data that is necessary for the particular study to be able to answer the objectives and arrive at valid conclusions. Further, Saunders et al
(2007) also indicate that the target population of the study is what the researcher uses to select the subjects of the study who will serve
as the source of data for the study. This means that the target population must be affected by the concepts or phenomenon that is being

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studied in the specific study. In the case of this study, the target population is made up of the firms that operate in the financial
services sector of the UK and China and this could therefore mean the firms themselves as well as their employees. In most studies, it
is not usually possible to subject the entire population to the study and this therefore means that the nature of the study determines the
size to be subjected to the study. Kothari et al (2006) notes that in cases where the population is very large, the nature of the study, the
data collection methods, as well as the type of data that is being sought usually plays a critical role in determining whether to target
the whole population or whether to select an appropriate sample. This study will be focusing on the entire industries of the financial
services sectors in the UK and in China and this means that the whole population is of focus. This will only be possible because the
study adopts a descriptive survey design and secondary data.
2.7 Data Collection Procedures
The process of data collection is the process by which the researcher collects the information from all the sources that are relevant for
finding the answers for the problem of the research for testing the various hypotheses and then evaluating the possible form of the
outcomes. For collecting the data, it becomes vital for the researcher to identify the type of the data that are being collected for the
study (Ritchie et al., 2013). Therefore it further analyses that what will be the various processes for collecting the data. Moreover, the
answers of the questions that who, when and where the data are needed to be collected should be then to be addressed by the
researcher.

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The choices for collecting the data always depend on the problem of the research that lies in the study, the research and the
information that are been gathered about the condition of the variable.
The data when collected by some other person for the purpose other than the current project of the researcher and has already gone
under the process of statistical form of analysis I known as the Secondary Data. Therefore, the secondary data are also known to be
the second hand form of data that are been readily available from the other form of sources. One of the major advantages of using the
secondary form of data is that they are less expensive and t the same time they are very easily available, however, the authenticity of
the finding can always be questioned.
The secondary forms of data are very much available from the other form of the sources that have no specific methods for collecting
the data (Sekaran & Bougie, 2016). The researchers can obtain the data from the sources that are both internal and as well as external
for the organization (Ritchie et al., 2013). The various sources of the secondary data includes Financial Statements, details of the
customers, report of sales, information of the company, information of the management system and the reports and the feedback from
the dealer, retailer and the distributor (Sekaran & Bougie, 2016).
There are several forms of the external sources from where the secondary form of the data been collected. These includes the census
from the government like population census, argricultural census etc; information from the other departments of the governments like
the social security, tax records etc; business journals, social books, business magazines, libraries and internet where there is a wide
knowledge about the different form of areas that were easily been available.

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The secondary data that can be both form of quantitative and qualitative. The qualitative data can be obtained through the newspapers,
interviews, diaries, transcripts etc, while the quantitative data can be obtained through the survey, financial statements and the
statistics (Ritchie et al., 2013).
One of the advantages of the secondary form of the data that have been easily available and hence there is obviously less time that is
required for gathering all the relevant form of information (Ritchie et al., 2013). Moreover, it is less expensive than the primary form
of data. However, the data might not be specific in case of the need of the researchers and the same time it is difficult to reach to any
kind of conclusion. In addition, the authenticity of the results of the research might even be sceptical.
However, in the current study we are working with secondary data that are being taken from reviewing various literary articles,
journals and books. For analysing the data, the researcher has used Meta Analysis for Qualitative research.
2.8 Data Analysis
For conducting a research, the area of the investigations and the questions of the research determines the methods of the that
consists of how the researcher collects, analyses and interprets the data for his study. The secondary form of analysis is a very
systematic form of method with the evaluation and the procedural form of the steps that lacks the literature to define the literature for
defining the specific form of process, that therefore, leads to the paper that proposes the beginning with the development of the

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questions from the research that are then identified from the dataset. This process has been illustrated by the study of the LIS that the
researcher have been investigated from the school libraries as the leaders of the integration of the technologies.
However, after the researcher have completed the process of collecting the data through various forms of tools and through availability
of the sources from the past done studies, journals and articles, the next form of the process is to arrange the data in a different form of
the cultures and in the styles of the negotiations that are been analysed through the use of the analysis of the content. Further, the
quantitative forms of the data are collected on the influence of the influence of culture on negotiation styles will be analysed through
the use of descriptive techniques (Punch, 2013). After this process has been completed, the researcher will then proceed to present the
results using discussions as well as tables and figures as is appropriate.
2.9 Ethical considerations
The key responsibility of the researcher is to ensure that all the issues of ethics are to be related to the studies that are been considered
and to be taken care of. The key issues of the ethics are the being posted for the current studies involves the privacy and the protection
of the data that are been taken from the previous studies. In this particular study, the use of secondary data eliminates most of the
research ethical issues that may arise or affect the participants in a negative manner (Artal & Rubenfeld, 2017). For example, the issue
of seeking permission of the use of information about the negotiation styles in the different firms in the UK and China does not arise
and this is due to the fact that only secondary data will be used in the study. Secondary data is considered to be public data and thus
there is implied permission for use by any other person. As it is a secondary study, Meta analysis is used for the data analysis.

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Therefore, the information that are been taken from the previous researchers needed to be handled very carefully and the researcher
has to be keep in mind about the copyrights of the other researchers. It is the duty of the researcher is take proper legal permission for
referring to the data that are been referred for his own study (Ritchie et al., 20130.
For conducting the proper form of research, the ethical issues are needed to be considered and addressed. According to the National
Health and Medical Research Council’s National Statement on Ethical conduct in Human research, there are essentially four
principles. Firstly, Research merit and Integrity, secondly, Justice; thirdly, beneficence and lastly respect. There are some ethical
considerations (Harriss & Atkinson, 2015). There are prevention from any harm, the informed form of consent, the deception and the
debriefing. In the current study, all the factors of the risks are to be taken care when the researcher is using the secondary data for his
reviewing the literature for his study. Secondly, the permission is needed to be granted from the board of Authority for using the data
of the researches. Thirdly, there are privacy of the data that are used in the secondary research are to be maintained. Fourthly, if the
Authority board finds out that the researches have any sort of problems regarding the copyright issue they have the capacity to stop the
research at any point. Lastly, there are no forms of deception that can be used by the researchers (Harriss & Atkinson, 2015).
However, the issues of the securing the storage of the data are to be resolved by the creation of the new password protected document
and storing them in the personally secured computer/laptop of the researcher.

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Chapter Three: Literature Review
3.1 Introduction
This chapter presents the literature on the concepts that are being studied and these include culture, cross cultural differences in
international business, and communication and negotiation styles. The chapter begins with a review of culture in the context of
international business and then then summarises Hofstede model of culture which shows the differences in the national cultures of
different countries where in this case, the focus is on the UK and China. Hofstede’s Cultural dimension primary aims to highlight the
necessary factors that focus to make a critical evaluation on how cultural differences leave a major negative impact on the overall
performance level of employees at the workplace (Samovar, Porter, McDaniel & Roy, 2015). Further, the different negotiation styles will
also be evaluated. The chapter also evaluates the relationship between culture and communication and negotiation styles, and finally, a
review of the empirical literature in relation to all the concepts above is carried out with the aim of establishing the gap in literature on
how culture influences negotiation styles particularly in the financial services sector that this study needs to fill.
3.2 Theoretical Review
The review is based on the Hofstede model of culture and other concepts that are related to the study.

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3.2.1 Culture in International Business Context
According to Adapa (2008), culture is basically defined as a set of values and beliefs that are commonly observed in the behaviour of
certain groups of people with respect to certain variables such as their country of origin, or their ethnicity. Further, Craig and Douglas
(2006) claim that culture can also be viewed as a pattern of basic assumptions that are shared by a certain community or society,
where this can either be regional, religious, organisational, as well as national characteristics. It is a pattern of shared basic
assumptions or values that a certain group or society learns and adopts as it goes through the process of solving its problems of the
adaptation to the external environment as well as its internal integration. Further, Adapa (2008), revealed that these assumptions are
successful in helping the society to achieve effective communication and coexistence, and thus are usually considered to be valid.
Guang and Trotter (2012) add that these are then taught to the new members of the society or new generations since they are
considered to be the appropriate ways of perceiving, feeling, thinking, as well as reacting to similar problems. It is however revealed
that cultures have become increasingly porous (similar due to intercultural integration) particularly due to the growth of globalisation
and the merging and evolving that happens to different cultures and sub-cultures although this has not reached to a point where the
differences between the cultures become insignificant.
Moreover, Bret and Crotty (2008) suggest that culture should be considered as a group level construct or dimension (viewed as being
related to a group and not individual) and not an individual one for it to make sense and to be examined in a useful manner. Kitayama
(2002) argues that cultural values that are measured based on the individual level of measurement are not considered appropriate in
predicting behaviour since behaviour also depends on the individual. Chang (2006) also argued that the use of this individual level of

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measurement of behaviour usually violates the fundamental conceptualisations of the goals of an effective measurement process.
According to Brett (2001), the social, political, and economic institutions of a nation usually reflect their cultural values and beliefs
and this therefore means that the national boundaries provide a critical and appropriate way of studying the effects that culture has on
international business, communication and negotiations. Further, Hofstede (1994) engaged in the study of cultures and sought to
establish the differences between the cultures of different countries and this led to the formulation of the model of cultural dimensions
which has become instrumental in identifying the major variables that indicate cultural differences. Hofstede’s concept believes that
the cultural differences in each country usually play a critical role in influencing the conduct of individuals, their decision making, as
well as their communication styles in the business world. Psychological barrier leaves a major impact on the overall decision making
process of an organization. Due to the lack of cultural flexibility employees fail to maintain an effective communication with each
other.
2.2.2 Hofstede’s Cultural Dimensions Theory
The Hofstede’s model is considered by most scholars such as Singh and Kaur (2016) to be the most appropriate model to explain the
differences in the cultural aspects of China and the UK, and how these influence the different negotiation styles. According to
Hofstede (2001), the model is borne from the idea that there are major differences that exist between the national cultures of different
countries and these differences usually play a critical role when it comes to the behaviour of individuals from each particular country.
The model is designed in such a manner that national culture is commonly categorised into five main dimensions which are used to
differentiate and compare the cultures of different countries (Wang, Peng, Sia, Tong & Ku, 2016). These are used to determine how

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individuals will behave as a result of a particular situation or issue. These five dimensions are therefore considered critical when it
comes to understanding the different negotiation styles of the multinational managers of different cultures where in this case the UK
and China are of particular interest.
Power Distance
This dimension, according to Hofstede (1984), deals with the explanation of the level that individuals in a particular culture agree and
accept that power is not equally distributed among the people. Further, it also explains how people in a society accept the existence of
inequality in society, and whether they accept that these inequalities should be part of society or they should not. According to Singh
and Kaur (2016) in cultures that score high on this dimension like China, it is common to find that people tend to accept with
hierarchical structures in society and in organisations such that there are different statuses and those in authority should be respected.
Morris, et al. (2009) indicates that this means that in such a case, managers may feel that they have no need to engage in negotiations
with their subordinates, and this may bring about challenges and conflicts in negotiations in international business since the
subordinates may feel they want to be involved. Further, Hofstede (2017) also reveals that in cultures that score low on this dimension
such as the UK, equality among members of society is promoted and desired and people tend to feel that power should be distributed
among members equally although respect should be maintained at all times. Kundu (2001) adds that this means that such individuals
enter the negotiations with an open mind and from a point of equality, and thus negotiate in a more peaceful manner. However,
Morris, et al. (2009) points out that as societies continue to become porous and as individuals get to know their individual rights, they

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are becoming more intolerant to inequality in society, and this means that they are likely to question the decisions of their superiors in
the negotiation process.
Individualism vs. Collectivism
According to Hofstede (1984) this dimension focuses on the approach people take in terms of whether they view themselves as
individuals or as groups, and thus it describes the relationship between individuals and the society and their perception of the
individual being and needs. In an individualistic society like the UK, people tend to view themselves as distinct individuals and thus
there is a preference for a focus on oneself rather than on groups or families. Gupta and Bhaskar (2016) point out that people compete
with each other for individual gains and thus the most common values include competition, aggressiveness, as well as personal
ambition. Their actions and behaviour are therefore driven by the need to improve their personal positions and achieve individual
success in their different endeavours. Conversely, the collectivist societies such as China according to Hofstede (2001) are such that
people are more concerned with the welfare of others who are in their associated groups such as family or clan, or friends and this is
also supported by the arguments of Jiang (2013). The success and welfare of the group is therefore of paramount importance to
individuals in such cultures and they owe a lot of allegiance and loyalty to the same. Kreitz (2007) also reveals that such individuals
care for the other members of the group, and in an organisational setting, they work towards the achievement of the organisational
goals.

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Bazerman, et al (2000) indicated that this dimension is one of the most relevant when it comes to the negotiation styles as noted in
their study. This is due to the fact that individuals that are from a culture that scores low on individualism (collectivist) societies tend
to seek long term relationships and to support others than individualists. Moreover, Erez and Early (2001) adds that such individuals
are more likely to exhibit cooperative behaviour and may not show self-interest when it comes to negotiations. Further, such
individuals will always seek in leaving the negotiation process where each party has won something and this tends to lead to positive
outcomes and relationships among the parties to the negotiation.
Masculinity vs. Femininity
This dimension is characterised by a review of the values and norms that are considered to be popular in a particular culture.
According to Hofstede’s theoretical concept, in a society that scores high on masculinity, people tend to value traits that are commonly
found in men. The indication here is that people seek personal achievement and are more assertive and competitive at the workplace as
they seek success (Rallapalli & Montgomery, 2015). Due to this high level of competitiveness, such employees are more productive at the
workplace as they seek to achieve high levels of performance that can lead to their promotion and personal achievements and awards.
This is the case with cultures such as that of the UK. On the contrary, Oertig and Buergi (2006) suggests that societies that are more
feminine are characterised by values that are more evident in females and these may include the care for others, the improvement of
the quality of life, as well as a show of modesty. This is commonly found in Asian cultures such as China where people tend to seek
consensus among members and business partners and rarely engage in personal competition.

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According to Akgunes, et al (2012), individuals hailing from feminine societies are considered to be more concerned of the needs of
the other party and achieving harmony and cooperation when it comes to business negotiations.
Uncertainty Avoidance
According to Hofstede (2001), this dimension is characterised by the level at which the individuals in a society are usually concerned
with dealing with issues that have some uncertainty or ambiguity in their lives. According to Bakir, Blodgett, Vitell, & Rose (2015), it is
also concerned with the idea that the future cannot be predicted or controlled, and how people in different societies deal with this fact.
It therefore seeks to establish whether a society is concerned with the establishment of measures to ensure that they have a certain
level of control on the outcomes of the future, or whether they simply are comfortable with letting the future be determined by nature
or fate. Tu (2015) reveals that those societies that have high levels of uncertainty avoidance are wary of changes in their ways of live
and traditions, and therefore tend to have a strong link with their traditions and long established principles and norms. On the contrary,
those that do not score high on uncertainty avoidance tend to be more relaxed in their traditions and welcome change easily such as
through education and technological development (Cuddy, Wolf, Glick, Crotty, Chong & Norton, 2015). China scores low on uncertainty avoidance
which is the same case with the UK as shown in the Hofstede comparison website. In the context of a negotiation, Shena, et al. (2009)
argues that people from a culture of high uncertainty avoidance may not be willing to make changes to their demands or conditions,
and will want everything to be written down clearly, while those from low uncertainty societies may be open to changes based on
mutual agreements between the parties to the negotiations.

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Long-term vs. Short-Term Orientation
This dimension is concerned with the evaluation of how people view in terms of their connection with the past, and their focus on the
present and the future. Hofstede (2001) argues that all societies are concerned with time but the difference is that some societies focus
on their past while some give more attention to the present and the future. Those societies that score low on the dimension tend to
have a long term orientation meaning that they maintain their long term traditions and norms, and this makes it challenging for them to
accept change. On the other hand, Hofstede (2017) also adds that those who have a short term orientation tend to be concerned more
with their future and this is done through ensuring they save for the future through thriftiness and modesty, as well as through
education. Sonal (2011) notes that this means that in terms of negotiations, people who focus on their past may have a challenging
time in negotiations as they may not be open to changes or compromises for the sake of the future.
3.2.3 Hall’s Cultural Dimensions
According to Hall (1959), culture can be defined as the way of life of people in different societies and this included a combination of
their learned behaviour and patterns, their attitudes as well as their material possessions. Sonal (2011) also adds that culture is
subconscious and is therefore an invisible control mechanism which operates within our thoughts and guides our perceptions and
external behavioural patterns. According to Hall (1983) the only way of being aware of our own cultures is through being exposed to a
culture that is different from our own. Further, he reveals that the members of a certain society usually internalise the cultural

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components of their specific society, and then proceed to act within the limits of these components, and this is usually based on what
the specific culture deems to be the culturally acceptable way of behaviour.
In his cultural dimensions theory, Hall (1990) comes up with the concept of context, and this is what he uses to differentiate and
compare different cultures in order to categorise them into different categories with distinct differences. Hall and Hall (1990) proceed
to define context as the information that usually surrounds a particular event, and is usually inextricably connected with the specific
meaning of the event in question. As a result of this concept, the cultural context theory proposed by Hall (1990) has categorised the
different cultures of the world into two different categories, and these are the high context cultures and the low context cultures. This
categorisation is used to compare and contrast the UK and Chinese cultures in relation to communication and negotiation styles in the
following paragraphs.
According to hall (1976), cultures can be categorised into high context versus low context cultures as this makes it easier to
understand the basic differences that exist between cultures in terms of communication styles as well as other various cultural issues.
In addition, it is revealed that communication styles usually describe the way in which people usually express themselves in different
cultures and situations such as when it comes to business negotiations, as well as the communication patterns that are usually
associated with a certain culture or people, where in the case of this study, the focus is on the Chinese people and the UK people
(Garcia-Gavilanes, Quercia,& Jaimes, 2013). Further, Hall (1976) adds that cultural issues are usually in relation to the different factors in
society and these include the status of the country, the history of the country, the religion that is practised by the people, as well as the

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traditions of the people of the particular country. Further, it is also noted that the cultural issues that are considered also include those
issues proposed by Hofstede (2008) such as the individualism versus the collectivism cultural dimension.
In the high context cultures such as in the case of most Eastern cultures like that of China, the nature of communication and
negotiation styles is usually dependent on the way the human relationships are designed in terms of closeness as well as the social
hierarchy in the society which is well structured and, finally, the strong behavioural norms of the individuals. Cardon (2008) notes that
in the cultures that cab be considered to be of high context, the internal meanings of a particular communication or message is usually
embedded deep in the message that is being communicated, and this therefore means that not everything is usually stated in an explicit
manner in terms of writing or through spoken word. Further, Beamer (2003) reveals that in a high context culture, the listener, or a
party to a communication or negotiation event is usually expected to read between the lines in order to understand what is not being
said explicitly or written, and this is usually possible if they have adequate background knowledge of the new culture. This is the
nature of the negotiation styles among the Chinese business people which are usually characterised by the lack of clear and explicit
statements where the other parties are expected to understand them.
In addition, Hall (1976) also emphasises that in a context culture, the communication of message is usually characterised by a situation
where most of the information that is being passed is usually either in the physical context, or usually internalised in the person that is
communicating or taking part in the communication, while very little information is usually passed in the form of coded, explicit or
the part of the message that is usually transmitted to the other parties. In addition, DeVoss et al (2002) indicates that in the high
context cultures, individuals usually tend to communicate in a logical or linear manner and this means that they speak one after the

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other, where it is not common to find a particular speaker being interrupted. This means that in the case of the negotiations, one party
will be allowed to present their argument and requests, and then the opposing party presents theirs after the other one has completed,
giving ample time for each of the parties to listen carefully and digest what is being communicated.
In addition, it is also noted that in such cultures, communication and negotiations are usually done in an indirect manner, and the
people tend to be ambiguous when they communicate, it is done in a harmonious manner, in reserved manner, and the issues being
negotiated about are always understated. Further, Ding (2004) notes that in the high context cultures, the communication and
negotiation process usually involves more of the information that is in the physical context or that which is internalised in the in the
individual that is communicating. Further, it is revealed that greater confidence and value is usually placed in the non-verbal aspects of
the communication process as compared to other cultures which place more value on the verbal aspects of the communication (Hall,
1976).
In the contrary, Hall (1976) indicates that in low context cultures such as in most of the Western cultures and countries like the UK,
the communication and negotiation processes are such that the meanings of a message are usually stated in an explicit manner through
the use of language, either in spoken or in written form. In this context, individuals that are involved in a communication or
negotiation process usually expect that they are given explanations in cases where something that has been said or communicated is
not clear enough for their understanding. Further, Griffin (2004) argues that in this context, most of the information that is being
communicated is usually expected to be contained in the transmitted message as this helps to make up for what is actually missing in
the context whether it is the external one or the internal one. Griffin (2004) further argues that in a negotiation context between low

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context cultures, this is usually characterised by direct and linear communication which in some cases is such that there is constant use
of the spoken word. This use of words is sometimes never ending and this is due to the fact that people usually do not stop asking for
clarifications and giving explanations about the important issues that are being negotiated on. According to House et al (2004), in this
context, people tend to communicate and negotiate in a direct and precise manner, and it is also common to find individuals
participating in the negotiation process being open, dramatic, as well as arguing based on their emotions, feelings as well as true
intentions.
It is also noted that the high context cultures are usually highly concerned about their past and thus base their actions and behaviour on
the past, and this therefore means that they are very stable and are unified when it comes to their actions, they are also very cohesive
and tend to be wary of change in the society. According to Butler and Boehringer (2005) people in high context cultures usually tend
to rely heavily on their history and the past, as well as their relationships, their status in society as well as a combination of other
relevant information such as their religion in order to give meaning to a particular event that is of concern during the communication
process. In contrast, the low context cultures such as the UK are usually such that they value individualism in their associations unlike
in other cultures that value collectivism and harmony between the group members. As a result, Hall (1990) notes that the
individualism dimension usually is designed in such a manner that the members of the society usually prioritise their individual needs
as well as their goals such as personal achievement and success over those of the entire group or society. According to Tella (2005) it
is also recognised that one of the major features that can also be used to differentiate between the high context and low context
cultures is that the idea of politeness is viewed in different ways. For example, in a low context culture such as the UK, it is common

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to find people asking questions in a communication process or negotiation process which can be viewed as being too personal or
offensive by individuals from a high context culture like the Chinese.
3.2.4 Business Negotiation Styles
According to Cichosz (2016) the business negotiation process is usually characterised by two or more opposing parties and is
considered to be a challenging matter for the parties involved. In the context of international business, it plays a critical role in
signifying that both parties get what they need to focus that they succeed in the business endeavour. For the organisation seeking to
expand in a foreign market, it helps them to enter the market and enter partnerships with local partners under the best terms. Akgunes,
et al (2012) indicate that business negotiations, particularly when it comes to cross cultural situations, are considered to be critical and
one of the most challenging tasks in the communication process in the business environment. Cichosz (2016) has simplified business
negotiation as the process of communicating back and forth where the purpose is to discuss different issues with the purpose of
reaching an agreement that is satisfactory for all the organisations or people that are parties to the negotiation.
Further, Lick and Hoo (2016), noted that negotiation can also be described as a process that is commonly used in business settings to
manage disagreements where the main view is to achieve contractual satisfaction of the needs of the parties to the negotiation. It is
considered to be a process or a method that is usually made up of different steps that need to be followed to ensure successful
outcomes (Moran, Abramson & Moran, 2014). It is also a method that is used to manage conflicts or disagreements and this is due to the
fact that the two parties involved could not initially agree on the terms that could satisfy their needs in a mutually beneficial manner.

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The indication here is that negotiations are usually considered successful if the two parties involved come out with successful results
in terms of compromising on some of their wants and getting some (Przytuła et al, (2015).
According to Tu and Chih (2011), there are three main traditions that are commonly associated with the process of negotiations.
Generally, there is the tradition of consulting books that contain advice for negotiators and these are sometimes several centuries old
among most negotiators across the globe so as to learn the art of effective negotiation skills (Matsumoto & Juang, 2016). The second
tradition is related to the construction of different mathematical models that can be used to negotiate and mediate in a rational manner
and these have been developed by economists as well as scholars that practice game theory (Samovar, Porter, McDaniel, & Roy, 2015).
Finally, there is the behavioural approach to negotiation, which is what this study is concerned about since culture influences the
behavioural aspects of the people that are party to the negotiation as well as their need to consult from books.
According to Przytuła et al (2015), before foreign and local partners can engage in international business, there is the need for them to
enter into negotiations related to the terms of agreement, engagement, or the contract. Each of the party’s individual cultures usually
play a critical role in determining their way of thinking, their values as well as their behaviours, and this, according to Chang (2003)
plays a critical role in determining the style they adopt in the negotiation process. Further, Przytuła et al (2015) also argued that
different cultures usually result in their members adopting different negotiation styles and this is due to the fact that each culture
comes with different values and norms. Further, Chang (2003) adds that these different styles of negotiations are borne as a result of
the differences that exist in communication patterns, the personal characteristics of the individuals involved, as well as their

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persuasion strategies. Individuals who specialise in negotiations in the context of international business should first understand the
different negotiation styles that different individuals adopt based on their countries as well as their cultural backgrounds.
3.2.5 Culture and Business Negotiations
There have been a number of studies such as Yu and Heng (2011), Przytuła et al (2015) and Lick and Hoo (2016), that have sought to
evaluate the link between culture and negotiation styles, and the main line of literature has revealed that culture is considered to be one
of the most important factors that should be considered when it comes to negotiations that involve people from different countries.
According to Gannon (2001) gaining a clear understanding of the major differences or similarities that exist between each culture by
the parties to the negotiation process is a critical facilitator of effective communication during the process, and thus increasing the
chances of successful outcomes. In the context of cross cultural business negotiations, the parties to the negotiation need to make
themselves familiar with the different behaviours and characteristics of the other people involved who are from different countries. Yu
and Heng (2011) note that in the conduct of international business, negotiations tend to be more complex than when involving
business partners from the same culture and this is due to the fact that the different players are from different cultural backgrounds.
Moreover, Soriano (2014) stated that as a result of the sophistication that exists in cross cultural business negotiations, as well as the
knowledge that is required for the same, most people that engage in these negotiations tend to fail in terms of reaching successful
agreements. This is due to the fact that the cultural issues and differences play a critical role in influencing behaviour from an internal
perspective. Lee et al (2011) also indicates that during the conduct of such negotiations it is considered important for the parties to a

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negotiation to be considerate and adjust their tactics to meet the negotiation styles of the other parties that are involved. Chmielecki
(2013), also adds that when it comes to business negotiations that are international in nature, the managers of multinational
corporations need to anticipate the culturally related ideas that may have a higher likelihood of being understood and in line with the
beliefs of an individual based on their cultural background.
Baicu (2014), also argues that culture serves a primary role when it comes to business negotiations in four different ways. First, it
influences the individual’s perception and comprehension of reality. Secondly, it also plays a critical role in helping an individual to
block any information that they consider to be incompatible or unfamiliar to their cultural beliefs and norms. Thirdly, it also helps to
project meaning onto the other party’s behaviours as well as their thoughts and actions, and finally, it helps in implementing the
individual’s action motive based on their ethnocentric views. Gray (2012), reveals that in order for business managers of international
organisations to achieve success in their cross cultural negotiations, it is important for them to understand the cultural backgrounds of
all the people involved. In addition, the business managers involved in the negotiation need to be able to assume the position of the
other parties to the negotiation in order to be able to understand their goals (Lin, 2013). A critical issue to note is that as a result of the
continued spread of globalisation and the development of the global economy, cross cultural negotiations have become increasingly
important in as far as the success of international business is concerned (Chaney & Martin, 2013). Culture therefore plays a critical role
when it comes to the success of international business negotiations and this is due to the impact that it has on the behaviour of
individuals.

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3.2.6 Financial Services Sectors in China and UK
According to Narayan (2015), the development of the services sector in China has not been as significant as that of the manufacturing
sector due to the fact that the country’s policies have mostly focused on the manufacturing sector over the years. Huang and Lardy
(2016) indicates that in the past decade, the financial services sector in China has expanded significantly and in a rapid manner and
this has resulted in an increase in its share of GDP contribution from about 5 per cent in 2007 to over 9 per cent in 2015. As a result of
this continued growth, today, the financial services sector contributes more than a third of entire services sector growth in China
(Watts, 2015). According to Huang and Lardy (2016) in the summer of 2015, the main stock markets in China, which are the Shanghai
and Shenzhen stock markets suffered losses and this resulted in a substantial decrease in the volumes of trading. Narayan (2015) notes
that in turn, many skeptics in the industry and on the growth of the Chinese economy argued that the contribution of the financial
services sector to the economy would reduce. However, to date, this has not changed and the sector has continued to experience rapid
growth with its contribution to the services sector increasing to 16 per cent (Huang and Lardy, 2016). This growth is significantly as a
result of the entry of global financial services firms in the country as well as well as that of the internet and mobile banking services
(Huang and Lardy, 2016).
In the case of the UK, CityUK (2017), reveals that there are major financial institutions in the country and London is the capital of
global finance in the country, being one of the three cities named command centres of international finance and economy together
with Tokyo in Japan, and New York in the U.S (Turvill, 2017). The country is characterised by a presence of major global financial
institutions with over 500 banks having offices in London. The city of London, the centre of the UK financial services industry, is also

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ranked as the leading international centre for related services such as banking, insurance, foreign exchange trading, as well as
Eurobonds and energy futures. The financial services industry in the UK is primarily centred in the City of London and Canary Wharf
(Turvill (2017),). There are global financial institutions that have established operations in the UK such as Barclays Bank, HSBC as
well as Citigroup, and this means there is a large mixture of cultures in terms of the employees serving these organisations.
According to the CityUK (2017), the financial services sector in the UK plays an important role in supporting the economy of the UK
through the provision of employment for over 7 per cent of the UK workforce, and leads to the production of almost 12 percent of the
total economic activity and output in the country. Further, the sector contributes over £66 billion in terms of taxes and the sector also
generates trade surplus of about £72 billion. The CityUK (2017) report also reveals that since 2007, foreign companies have invested
over £100bn into the financial services sector in the UK more than in all other sectors of the economy in the country. Further, this
industry has operations across the entire country with over 2.2 million employees where two thirds of these work outside the city of
London. According to the report by CityUK (2017) the value added to the economy of the UK by the financial services sector per
every worker in the industry is considered to be about £87,000 per year as compared to £52,000 contributed by the workers in all the
other sectors of the economy. This therefore means that the industry has a large number of foreign players whose entry into the UK
economy means that they first had to enter into negotiations with their local strategic partners. This will therefore provide a clear
scenario for the analysis of negotiation styles adopted by the UK players while at the same time comparing them to those commonly
used by the Chinese negotiators (Turvill, 2017).

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Chapter Four: Data Analysis and Findings
4.1 Introduction
This chapter of the dissertation has been exclusively designed to analysis various information which are collected by the
researcher via secondary data collection. The secondary data collection is done by the review of literature, focusing on the concepts
that are being studied and these include culture, cross cultural differences in international business, and communication and
negotiation styles. The chapter begins with the validation of the objectives which are framed in the first chapter of the study. In
analysing the objectives, this chapter gradually uncovers how culture shapes up the thought process and the mind set of an individual
and how this mindset gets reflected in the process of business negotiation of the financial strategies. The chapter also sheds light on
the difference in culture nurtured by the UK and the Chinese people and approach undertaken by them while executing the
negotiations of the financial business strategies. In analyzing the cultural thought process behind the negotiating approach, the
research further came up with the concept of how the strategies differs in UK and China and how they execute the business. The

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chapter also evaluates the relationship between culture and communication and negotiation styles, and finally, a review of the
empirical literature in relation to all the concepts above is carried out with the aim of establishing the gap in literature on how culture
influences negotiation styles particularly in the financial services sector that this study needs to fill.
The various business negotiating styles of UK and China financial services
The style of negotiations in the financial service differs from country to country and is influenced by the cultural background
of the people residing in that country (Sebenis & Qian, 2010). The culture shapes the behaviour of an individual and hence, plays a
critical role in determining the success of the international business negotiations (Verbeke, 2013). According to Chang (2006), the UK
is ranked by the World Bank as one of the major economies of the world and is one of the oldest societies in the world. Furthermore,
the nature of business in this environment is considered to be challenging. There are a lot of competitors in the domain and one need
to smart to survive and succeed in this environment. The UK negotiators show aggressive attitude when it comes to negotiations as
well as other business practices. The negotiators in the UK firms operating in the financial sectors are quick thinkers, who are capable
of making changes in order to strive in the competitive environment. They first take friendly approach to welcome their guest and then
gradually unfold the business plan. The British negotiators are known for their politeness, which is the fundamental pillar of their
communication style (Verbeke, 2013). Via abiding the friendly approach they first make their investors comfortable and make them
believe to their strategies or plan. When their investors are about to raise a question against their plan, they take help of their own
friendly nature and compel them to respond quickly or give consent to their proposed plan. This time-bound strategy of selection helps

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the US financial companies to outnumber their market contemporaries in this competitive environment. Furthermore, the negotiation
styles in the UK are such that the negotiators usually value their time (Baicu, 2014). The UK nurture an individualist environment,
where the people are aggressive and are always concerned about their own benefit. In such a competitive scenario, they always try to
outnumber their competitors and hence give principal focus on time. The negotiators from the UK usually are guided by the idea that
the negotiation process should be carried out in a manner that is productive and efficient, and that the sooner the process is carried out
and completed the better it will be for them to leave behind their contemporaries and engage in some other profitable business
negotiations.UK business environment is mostly oriented towards the individual success, they judge any present situation on the basis
of the urgency This means that a matter that is considered to be urgent and important is usually given immediate attention and action
is taken immediately (Gray, 2012). However, in Eastern cultures like China, a matter that is considered to be important may be
addressed in a totally different manner. The Chinese culture gives preferences to the group analysis and value the participation from
all the members of the groups. When Chinese negotiators encounter any such urgent situations, they first analyze whether it is actually
urgent or not and then they discuss its importance with their core team and then take steps. Further, the results reveal that in such
cultures, it means that providing a time limit for such an important issue to be attended means that the negotiators feel that they are
being given unnecessary pressure (Gray, 2012). The UK negotiators usually focus on the articles presented in the negotiation. They
will only concede on the important issues in the negotiation process when the process is nearing its end and are usually quick to
establish their conditions. The UK negotiators usually prefer engaging in quick negotiations and do not like to engage in socialisation
as they view this as leading to delays in the process. On contrary, the Chinese negotiators in the financial sectors tend to focus more on

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the relationship between them and the other parties to the negotiation. According to Graham and Lam (2003), the Chinese negotiators
prefer to remain silent in a negotiation process and only comment on important points in which they have queries. According to them,
the negotiators who talk too much are being immature or just being showy. However in UK, the scenario is completely different. UK
negotiators raise questions for very single doubt. They do not prefer of remaining in dark about anything pertaining to the issues being
negotiated about, or having no ideas or being uncertain on what they want. The Chinese tend to be quiet and use less facial
expressions, which is on the other hand, is considered to be dull by the UK counterparts (Stalley, 2013). The Chinese culture values
relationships and they try to maintain a close and healthy interpersonal relationship with their investors (Ohashi, 2000). The Chinese
tend to rely on the traditional values and laws in order to conduct their business operations such as negotiations in an effective manner.
Therefore the implementation of a contract or the results of a negotiation process will in most cases be dependent on the interpersonal
relationships that exist between the financial organisations in the negotiation process. The negotiators of Chinese origin tend to highly
value the establishment and maintenance of harmonious relationships and this means that their leaders are not likely to reveal any bad
details about the issues that are critical to the negotiation process (Samovar and Porter, 2005). Here the trick is, the bad news is only
revealed by the opponent at a time when the negotiation process has already been done and the deal has been signed. This means that
in order for non-Chinese negotiators to minimise the possible risks that may arise, it is important to point out clearly during the initial
stages of the negotiation that a new negotiation process would be commenced in the event that anything that is not expected comes up
and changes the agreements after the initial negotiations are over. The UK negotiators only means business as they survive is a strict
competitive environment and they only vouch for professional relationships and have no rooms for interpersonal communication.

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However, the positive benefits lies in establishing intrapersonal relationships, such that on signing the deal with the Chinese
negotiators, the investors fail to analyze the crucial or the hidden grounds of the deal. Moreover, this strong relationship grounds force
them to sign the deal with the blind faith on the negotiators arising out of the personal relationships. Furthermore, it is also revealed
that the Chinese will be willing to adopt an amicable solution to a certain negotiation, but will wait to see if the other party extends
this leeway first. The Chinese people are naturally born and bred to be business people; they usually drive a hard bargain when it
comes to the negotiation process (Jiang, 2013). This means that when it comes to the negotiation process such as by individuals in the
financial services sector, it is common to find that they will set a high price at the beginning of the negotiation process, and then they
will make concessions slowly during the process and thus will gain trust.
Major similarities and differences among business negotiation styles of UK and China financial services
As UK and China different in their cultural thought process, there lies a significant difference in their business negotiation
styles. However, since both are striving in competitive atmospheres, there are certain similarities in their negotiation strategy. These
strategies are mostly directed towards outnumbering the competitors. In terms of the definition and approach taken to the negotiation
process, the UK people see this as a competitive process, whereas the Chinese may view the process as an opportunity to share
information (Chang, 2006). The UK negotiators place a strong focus on the gender or job title of the opponent and if the titles of the
two negotiators are not the same stature, it is viewed as disrespect to the other party. This is considered to be similar in the case of the
Chinese culture. In China, when the two parties that are negotiating to introduce themselves at the start of the process, they exchange

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business cards so as to determine the position or title of each other. In a case where one party does not bring their business card, this is
usually seen as a sign of disrespect or deliberately ignoring the other person, and results in challenges in the negotiation process. In
terms of time parameter, the UK and Chinese negotiation styles differ considerably. The UK negotiators perceive time as an intangible
asset and thus tend to conduct their negotiations in a rapid pace and conclude them within minimal time. The Chinese negotiators do
not nurture this kind of attitude, they usually argue that focus of the negotiation process should be solely on the negotiation itself,
regardless of the amount of time that the process will take to complete. Thus the UK negotiators view time as a valuable asset to the
business process while the Chinese negotiators view time as an aid to the process and the way it is managed or utilised in a productive
manner. The two cultures also differ when it comes to the negotiation style adopted. In the case of China, the negotiators are only
comfortable with making decisions when they have gathered enough yet valuable information. This shows that they avoid taking risks
and face to face conflicts in the negotiation process. They try not to hold personally responsible for any negative or non-profitable
outcome of the negotiation process. Chinese negotiators are less willing to make decisions on their own and this tends to delay the
negotiation process as they make decision via consultations. This again reflects the tendency of Chinese negotiators to work in a group
and value the decision of the group members. On the other hand, the UK negotiators value practicality and efficiency and this means
that they are more entrepreneurial as well as easily make decisions on their own even when they do not have sufficient information.
The main point is, they value time. They basically believes that time is money. The main business motto of them is, faster they take
decision easier it will be for them to gain profit via suppressing their market contemporaries (Jiang, 2013). There is also a major
difference in the negotiation styles between the UK and China when it comes to the individualism versus collectivism definition. The

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UK negotiators tend to emphasize on individuality as well as the fact that they value on self-independence, being unique and are also
bold when it comes to making any strong decisions or statements. These negotiators are usually responsible for the last minute
decision in the process. Basically they tend to have a lot of power in the negotiation process and consider themselves to be supreme in
making in game changing decision. On the other hand, in a collectivist society such as China, the negotiators feel or believe that the
group comes first before the individual interest. This means that they are more likely to make decisions that favour the group in place
of their own individual benefits. Furthermore, in China, the results reveal that the final decision in the negotiation process is achieved
via a first going group discussions regime. Therefore, the responsibilities are usually shared among the members of the group. The
entire group takes part in the negotiation process and they provide the final decision via taking the consent and thoughts of each and
every individual participated in the group decision of the negotiation process (Akgunes et al., 2012; Lee et al., 2012).
Impact of Cultural Differences in Business Negotiation
Culture has a significant impact on the personal styles of the people and thereby influencing the strategies undertaken at
business negotiation. Here the culture is the set of values or beliefs common in a group of people who share same ethnicity. These set
of beliefs frame a basic assumption or concept in the mind of the people of same ethnicity, influencing their effective communication,
thought process and mind set (Adapa, 2008). UK gives preference to the individualistic society; here people tend to view themselves
as distinct individuals other than giving preference to their community or family. Such that the difference strategies for negotiation in
UK is more self-centred or directed in the benefit of the particular individual who is taking the decision. Here people always tend to

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compete with each other for the sake for personal benefits and the negotiation approach is more competitive, aggressive and ambitious
(Gupta & Bhaskar, 2016). Moreover, the approach taken while participating in the business negotiations is inclined towards the
improvement of the personal position or towards the endeavours of the personal success. In China, people are more concerned about
the betterment of the whole society and gives values to their family, rather than focusing on their individual success (Jiang, 2013). In
Asian countries, China, success as a group is given principal importance than that of the individual success. They preach the concept
of collectivism (low focus on individualism) and tend to seek long term relationship goals (Bazerman et al., 2000). This cultural value
is reflected in the organisational sectors too, such that the employees work towards the achievement of the organisational goals rather
than focusing on the individual success (Kreitz, 2007). They also exhibit co-operative behaviour, work as a team, give importance to
the thought process of the majority while zeroing down to a particular negotiation strategies (Erez and Early, 2001). In western
countries, UK, preference is given to masculinity; people tend to give preference to the demands made by the male members of the
society or fascinate the traits showcased by them. In such gender oriented society, growth of organisational sectors are based on the
grounds of the individual achievement (Stahl, G. K., & Tung, R. L. (2015). The business negotiation strategies are most taken or framed
by the male members of the organisation. Moreover, the though process, which is involved in the framing the outline of these
strategies are mostly male specific. UK supports individualism and promotes male power in business strategy plan and such that their
strategies are more ambitious, target oriented and are more streamlined towards the individual success, growth money and power.
There are no rooms for the cumulative growth. Moreover, their individualist attitude is reflected in negotiation process. It makes the
situation of the company worse as they refuse to compromise on what they want or on their conditions and organisational goals. China

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on the other hand gives priority to feminism. In feminism there lies care for others, improvement of the quality of life or well being of
the members of the society/organisation. People tend to be more modest and seek consensus among the members of the organisation
are try not to indulge in personal competition. The study carried out by Jiang, 2013 revealed that the culture has a significant impact
on the personal styles of the people who are involved in the process of business negotiation. For example, the people from UK tend to
be more informal as compared to the Chinese negotiators. The negotiators from UK may comfortably address each other by their first
name basis even in the first formal business meeting. In contrast, the Chinese negotiators view this approach as disrespectful and will
only use formal ways of addressing each other (Guang & Trotter, 2012). In UK, the overall negotiation process is direct. Here the
people are straight forwards and prefers covering their message in a crisp and straight way. China however, prefers complex form of
communication as they are more inclined towards the formal approach. The Chinese negotiators preach indirect and strict formal style
of negotiation like they give preference to their family expression, body language and eye contact. Just gesture oriented conversation
tends to become vague, misleading or lack of substance to the listeners or the viewers (Jiang, 2013). For example, it is revealed that
smiling is considered to be a common means of communication when people first meet, however, in the case of Chinese negotiators, it
can be considered to have different meanings such as trust or distrust, and therefore it is commonly considered to be a mask of the true
intentions and feelings of the Chinese negotiators (Cichosz, 2016; Imai and Gelfand, 2010).
N
o
Title Author
and year of
Publication
Study design Purpose Key finding

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1. Negotiations
Between Chinese and
Americans:
Examining the
Cultural Context and
Salient Factors
Akgunes,
A., Austin,
A.F. and
Culpepper, R.
Qualitative
Research Study
Understand the
difference in negotiation
style between China and
America
Cultural content has a significant
impact on negotiation style
2. Conceptual
negotiation metaphors
across cultures–
research findings
from Poland, China,
The United States and
Great Britain
Chmielecki
, M
Qualitative
Research Study
Understand the trend
of conceptual negotiation
style in the organisations
across the world
Cultural has an a impact on the
negotiation style of China, Poland,
Unites States and Great Britan
3. Negotiation
Differences between
China and Poland
Cichosz, I
(2016)
Qualitative
Research Study
Are there any
difference in the
negotiation style of China
and Poland
There lies a significant difference in
the negotiation style of China and
Poland
4. Culture clash:
assessing the
importance of ideas in
security studies.
Desch, M.
C. (2012)
Qualitative
Research Study
Are there any clash of
cultures behind
generation of new ideas
in an organisation
There are influence of cultural clash
behind the generation of new ideas in an
organisation
5. Do cultural Giannetti, Qualitative Do cultural Cultural differences between

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differences between
contracting parties
matter? Evidence
from syndicated bank
loans
M., & Yafeh,
Y. (2012)
Research Study differences between
contracting parties
matter?
contracting parties matters as evidenced
from the syndicated bank loans
6. Key issues in
cross-cultural
business
communication:
Anthropological
approaches to
international business
Guang, T
and Trotter, D
(2012),
Qualitative
Research Study
Culture in
International Business
Context
New members of the society or new
generations since they are considered to
be the appropriate ways of perceiving,
feeling, thinking, as well as reacting to
similar problems. It is however revealed
that cultures have become increasingly
porous (similar due to intercultural
integration) particularly due to the
growth of globalisation and the merging
and evolving that happens to different
cultures and sub-cultures although this
has not reached to a point where the
differences between the cultures become
insignificant.
7. Cross-Cultural
Interactions between
Expatriates and Local
Przytuła,
S.,
Rozkwitalska,
Qualitative
Research Study
Business Negotiation
Styles
The indication here is that
negotiations are usually considered
successful if the two parties involved

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Managers in the Light
of Positive
Organizational
Behaviour.
M.,
Chmielecki,
M., Sułkowski,
Ł., & Basinska,
B.A. (2015)
come out with successful results in terms
of compromising on some of their wants
and getting some
8. Cross-Cultural
Comparison of Brazil,
Russia, India, and
China (BRIC) on
Negotiation Styles
Tu, Y.
(2015)
Qualitative
Research Study
Financial Services
Sectors in China and UK
In the case of the UK, CityUK
(2017), reveals that there are major
financial institutions in the country and
London is the capital of global finance in
the country, being one of the three cities
named command centres of international
finance and economy together with
Tokyo in Japan, and New York in the
U.S
Table 1: The Tabular Representation of Reviewed Literary Articles
Source: Author

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Summary
There lies a significant difference in the business negotiation styles of UK and China. However, UK and China is thriving in an
competitive atmosphere and hence share some common features in their negotiation styles. This change or the difference in the
business plan is largely dependent on the cultural believes or thoughts. In UK where individualism gains prominence, prefer to take
decision fast without consulting with the group or the core team members. Whereas in China, the financial negotiators prefer to work
in a group. They value intrapersonal relationships and hence take safe decision via taking time and consulting with the team members.

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Chapter Five：Conclusions and Recommendations
5.1 Introduction
The entire study has provided an in-depth overview about the cross cultural comparison of the international business negotiation
style in UK and China. The overarching term negotiation is having a deep insight from both broad and narrow perspective. In the
broader sense negotiation includes consultation, communication, discussion and exchange of views, thoughts and ideas. Discussions
and subsequent communication are essential components in any business negotiations. In the wake of different cultures in the global
business practice, it is prudent to recognize the two locations and act accordingly if at all success is to remain key in the cases.
Business processes have proved, as seen in the text to be difficult whenever key considerations have been overlooked. While
expanding the entire process of business in different geographical areas, business experts have to get accustomed with the cultures and
religious beliefs of the different countries (Mazei, Hüffmeier, Freund, Stuhlmacher, Bilke, & Hertel, 2015). After evaluating the cultural
dimension the organizational experts tend to make business strategies and policies. In this specific study the researcher has critically
evaluated on how the business organizations of China and UK has adopted different negotiation styles in order to frame financial
strategies, based on their cultural backup and ethnicity (Vaara et al. 2012). The differences highlighted assist in finding the perfect
balance between business and traditions or culture and how they affect the entire process of negotiation. While running the entire

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process of business, the organizational experts have to get involve with different employees, belonging to various cultural
backgrounds. Therefore, the implementation of different negotiation style is highly important with the help of which the business
experts can make an effective communication. As such, it is crucial for business owners to determine and appreciate the existence of
different cultures and make necessary arrangements to accommodate the existing issues to avoid damaging the reputation of business
and possible feasibility. The primary objective of this specific research is to critically evaluate various business negotiating styles of
UK and China in the financial services institutions. The researcher has analyzed some of the major difference in the business strategies
in UK and China and their cultural mindset ling behind the business decision they take in the process of financial negotiation (Neuliep,
2012).
This chapter presents the conclusions and recommendations that are drawn from the data analysis and discussions that have been
presented in the previous chapter. As discussed earlier, the study focused on conducting a cross cultural comparison of the
international business negotiation styles adopted by financial sector firms in China and the UK. The study was guided by objectives
such as the establishment of the influence of culture on negotiation styles, the evaluation of the different negotiation styles adopted by
the firms in the UK and China, and the evaluation of the differences and similarities of the negotiation styles of the UK and Chinese
firms operating in the financial services sector (Schneider, Ehrhart & Macey, 2013). The study employed the use of a descriptive
research design in order to evaluate these issues in a comprehensive manner. The descriptive research design enabled the research to
check on the core issues and bring out the beliefs and practices in both nations thus justifying and answering the problem statement at
hand (Zheng, Li, Wu, & Xu, 2014). The data was collected through secondary sources and data analysis was carried out through the use

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of content analysis. Besides, the use of secondary resources was accurate in the sense that the information was gotten from reliable
sources thus accrediting the process and yielding the best results essential in analysing both cases. The results have been shown in the
previous chapter, and the conclusions and recommendations are shown below.
The primary reason of choosing secondary source of data collection technique includes that the researcher could have received
biased response from the participants who have taken part in the entire data collection method (Talhelm et al., 2014). The secondary
sources therefore were used to cement the information retrieved from the respondents and the observation team that recorded the same
for the research. On the other hand, in order to gather necessary data and information regarding the impact of cultural differences on
the overall business negotiation styles the opinion of different eminent scholars is highly important (Bargiela-Chiappini, Nickerson &
Planken, 2013). In this respect, the scholars whose works have been used assist in determining and authenticating the information
provided which coincides with the culture. In both countries, there are specific cultures observed but China has the most when it
comes to business negotiations. Therefore, the researcher has focused on evaluating various factors that leave a major negative impact
while dealing with the cross cultural differences within an organization. This cross-sectional, comparative study, also tried to elucidate
the similar kinds of negotiation styles within the organization of UK and China in the financial service ( Garner & Scott, 2013). In this
specific research some of the appropriate research methodology has been used in order to gather appropriate data and information
from various resources. In the literature review the researcher has focused to make an in-depth analysis about the importance of
making research methodology with the help of which the entire process of research work is conducted in a systematic way (Ahern,
Daminelli & Fracassi, 2015). With the help of an effective research methodology style the researcher has collected proper data from

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different resources. Therefore, the research methodology was efficient for the case as it provided in-depth information which assisted
in finding the cultures existent in both nations and how they affect the negotiation process. The study also concludes that the
negotiation styles of the individuals differ with culture.
5.2 Conclusions of the Study
This study sought to establish the various negotiation styles adopted by the UK and Chinese firms operating in the financial
service sector. The results revealed that in the UK the negotiators tend to be direct, aggressive, value time and make decisions on their
own. The UK market is aggressive owing to the competitive nature of business in their region where most considerations regarding
culture and religion do not directly affect business operations. At the same time, the deliberations on negotiations in the UK tend to
consider time as a great factor where decisions are made from one or more parties with little consultations made in the process. On the
other hand, China, having the non-individualism system tends to do things on a consultative manner thus would take time to reach all
the interested parties before coming up with the intended results on negotiations. The fact that many parties have to be consulted
means lots of cultural factors have to be put in place as collective decision making remains key in the process.
Moreover, the Chinese negotiators adopt a relationship based approach of the negotiation process, and tend to be more laid back and
harmonious when it comes to the negotiation process. This study therefore concludes that in the case of the UK negotiators, their
approach to negotiations is like a business transaction without huge formalities and they will seek to complete the process in the
shortest time possible. By business transactions, it means that the time taken remains short as deals have to be sealed almost

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immediately. Furthermore, it is also concluded that they negotiate in a direct manner and make all the requirements clear whether in
written or spoken form. The study also concludes that in the case of the Chinese negotiators, they tend to be indirect and to use
language and other communication aids and will in most cases not state what they want in a direct manner (Anderson, Potočnik &
Zhou, 2014). The situation complicates the case thus taking too much time as several parties have to be consulted before arriving at
solutions. The Chinese negotiators tend to take a lot of time when it comes to making decisions since they fear to take risk and have
consult with the members of the group while taking decision. The lack of confidence in taking risks leads to a slow process where
decision processes have to be approached with time as partners negotiate with each other to come up with a ready information before
an agreement is reached.
The results also revealed that there is a significant relationship between the culture and negotiation style and this therefore means
that culture influences the negotiation styles in a significant manner. Culture shapes lots of things in business as observed in the case
where the Chinese have to factor many issues owing to their risk management approaches as opposed to the businesses in the United
Kingdom (Khakhar & Rammal, 2013). The study therefore concludes that one of the major determinants of the negotiation styles
adopted by international firms in their operations is their ethnicity and cultures. After evaluating the entire research work it can be
evaluated that cross cultural differences leave a major impact on the overall business expansion process. The differences between the
two nations are great, thus depicting the level to which culture affects the way people negotiate in business and the process of decision
making. People belonging to different geographical boundaries and nurturing different cultural attitudes respond differently. The
differences in response are so huge that they can be noticed thus assist one in pondering on the country where one resides based on the

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negotiation approaches impolored. These findings are helpful for the customer service providers who need to handle the needs and
demands of different customers from belonging to various geographical corners (Schaubroeck et al., 2012). Customr service providers
are keen to such details hence would be keen to notice and act accordingly so as to avoid cultural conflicts in the negotiation
processes. Therefore, using negotiation styles within the organization is considered as the business strategy and policy with the help of
which people belonging to different cultural attitudes and backgrounds get equal opportunity for being the part of a business
organization. The use of different approaches assists in capturing the minds of different people and the practices existing in different
continents. Employees should be judged as per the level of skill and competency rather than their cultural backgrounds and attitudes.
5.3 Linking the objectives with the Findings and Literature Review
Objective 1: To establish the various business negotiating styles of UK and China financial services institutions
This specific research objective has been linked with the literature review. In the literature review part, the researcher has made an
in-depth analysis about various styles of negotiations that business organizations tend to follow for maintaining a rapport with cultural
differences. The factors essential for a good rapport are what determine the best practice which have to remain in line with the
required cultural practices in negotiations. In this specific part the study has focused to evaluate some effective negotiation methods
based on which business organizations tend to work with the people of different geographical boundaries (Hu et al., 2012). The
contextual analysis showed that the cultural belief is associated with the business strategy and negotiation style. In order to achieve
profit in the business, individuals from different cultural background undertaken separate approach which they think is correct, in

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support to their cultural belief. In China, people fear taking risks and thus have to undertake the long process of negotiation to find the
best deal before signing into it. On the other hand, the UK culture is more bent to risk where people conduct it in the same magnitude
as the case in business transactions which occur first for profitability reasons. Adapting to risk in business is a superior strategy
towards exploring growth and development. Communication flexibility is one of the most significant ways of reducing the gap among
the people of different geographical backgrounds and attitudes. In the literature review the author has stated that communication is one
of the most significant negotiation styles. When dealing with a particular business organization people from different geographical
backgrounds and attitudes are associated with the business process (Jiang et al., 2012). Maintaining communication features while
negotiating vary from culture to culture and thus have to be done accordingly to avoid losses and disruptions in such deliberations.
Therefore, business managers have to face innumerable barriers in maintaining an effective communication with each other.
Objective 2: To evaluate the major similarities and differences among business negotiation styles of UK and China financial
services institutions
The objective has been reached to accordingly given the way in which the considerations have been made outlining each
culture and the differences in practice that lead to cultural factors. A clear distinction has been made between the two where one
appears to be less keen on risk while the other have to undergo a long process before entering into a negotiation agreement. The
analysis of the secondary data revealed a significant difference in the negotiation styles of the UK and China financial services.
However, further analysis of the literatures entering the negotiation styles and culture of UK and China showed certain similarities as
well (Chiang & Hsieh, 2012). As per the Chinese business strategies and policies, the business leaders never intend to impose their

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own decision on the employees. With the help of participative form of decision making style business managers intend to take
collective decision by involving the opinion of employees (Cogin, 2012). This particular trend is missing in the business process of
UK firms. As per the business trends of China financial services employees have to play a major role in rendering the business
success. In order to place the brand in International market the business employees should have multilingual flexibility with the help
of which people belonging to different geographical backgrounds and attitudes can feel free in communication with the customer
service providers (Almond & Verba, 2015).
On the other hand, those from masculine societies such as the UK are more interested in their personal gains and may therefore
make the negotiation process difficult by their refusal to compromise on what they want or on their conditions and organisational
goals. The presence of personal gains warrants the quick negotiating process whereas in the case of China faces denial as they have to
observe the long processes in coming up with negotiation agreements. As UK negotiators are more concerned about the personal gain,
they give more importance of time. Personal gain goes with time and as such have to make deals short and precise.They tend to
conduct their negotiations in a rapid pace and conclude them within minimal time as that they can quickly beat their market
contemporaries. However, the Chinese negotiators give prime importance to the each and every line uttered in the negotiation process
and not on time. They view time as an aid to the process and the way it is managed or utilised in a productive manner. Moreover, after
listening attentively in the negotiation meeting, they do not easily come up to a conclusion. Chinese negotiators avoid taking risks and
face to face conflicts in the negotiation process and hence they are less willing to make decisions. They try not to hold personally
responsible for any negative or non-profitable outcome of the negotiation process and this whole concept of group conversation delays

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the negotiation process further. The Chinese negotiators love to work in a group and value the decision of the group members. Here
again comes a sharp difference in the time constrain as the basic concept behind the negotiation. The UK negotiators value practicality
and efficiency and this means that they are more entrepreneurial as well as easily make decisions on their own even when they do not
have sufficient information. The main business motto of them is, faster they take decision easier it will be for them to gain profit via
suppressing their market contemporaries (Jiang, 2013). Moreover, UK people prefer on individualism and thus do not give preference
to the group decision.
At the same time, China and UK market is possessed with some similar negotiation styles as well. The UK negotiators place
a strong focus on the gender or job title of the opponent and if the titles of the two negotiators are not the same stature, it is viewed as
disrespect to the other party. This is considered to be similar in the case of the Chinese culture. In China, when the two parties that are
negotiating to introduce themselves at the start of the process, they exchange business cards so as to determine the position or title of
each other. In a case where one party does not bring their business card, this is usually seen as a sign of disrespect or deliberately
ignoring the other person, and results in challenges in the negotiation process.
Objective 3: To investigate the impact of cultural differences on the business negotiation styles of the UK and Chinese
financial services institutions
The literature review has made an analysis on the overall impact of cultural differences on the business negotiation styles of the
UK and Chinese financial services institutions. Cultural differences are evident in the case and provide the basis of the process being

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long on one end while the other being short. The UK businesses are used to risk taking and doing business transactions on their own as
opposed to the other group that does so in consultation with others. In this specific phase it has been stated that cultural differences
within an organization are endowed with both positive and negative impact (Scott & Davis, 2015). The slow pace of progress affects
the profitability but risks the long term losses that could affect a business negatively. On the other hand, the slow pace in China while
negotiating allows for a keen observance of issues thus guaranteeing the right terms in business which eventually yield to success
despite wasting considerable time. The study has focused to make a literature review on how cultural differences create major
psychological barriers while taking effective business decision making. At the same time, due to the lack of linguistic barrier business
employees fail to exchange effective and necessary business information. In this kind of situation, customers fail to get effective
services. At the same time, cultural differences are having major positive impacts as well. When the business employees are associated
within the business organizations the business managers get the scope of exchanging thoughts, views and ideas. As a result, the
business managers can take an effective collective decision. This specific objective has been linked with literature review part.

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