This study examines the negotiation process between China and Japan, focusing on their negotiation styles, cultural differences, and potential management issues. It explores the similarities and differences in their approaches and suggests ways to manage these issues.
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1 NEGOTIATION Introduction Negotiation is considered as the process by which people will be able to settle the differences. This process among the country helps to compromise and could avoid the argument and dispute among the countries. This study chose to elaborate the negotiation process between China and Japan as they are considered as the highest economy and the highest collectivist culture. This study describes the similarities and the differences in the negotiation process. Identifying the countries of choice and reasons for the choice The China and Japan are chosen for comparing their specific negotiation styles, as both the Chinese and Japanese have a reputation in the international business that they are the tough negotiators. But the strategies and the tactics are not at all predictable nor insurmountable. Although they share the similar cultural traditions but they also have notable differences (Steers, Sanchez-RundeandNardon2010).ThesubtledifferencesmostlyconfusestheJapanese negotiators across the tables from the Chinese counterparts. Japan is mostly chosen as this is closely populated and the highly urbanized country therefore it is beneficial to determine the negotiation styles of the highest economy of China and Japan. Identifying key cultural differences in relation to the topic you have selected. The key cultural differences in the negotiation is that the Japanese could punctuate the discourse with the long term of silence whereas the Chinese are not at all comfortable with the silences concept. The Chinese and Japan negotiator’s compromising approach are quite different from the each other. The Chinese negotiators become high whereas the Japanese negotiators starts at the negotiating positions that are close to the ending positions. The Japanese negotiating
2 NEGOTIATION teams emphasize on achieving broad consensus in the decision making process. Both the Chinese and Japanese competitors prefers to control location and schedule. Clearly linking theory and cultural dimensions you have studied TheHofstede modelis used to find out the cultural dimensions that are required in the cultural dimension process. The power distance that shows that in the entire negotiation process both the parties will be getting the equal distribution of power. The individualism versus the collectivism shows that the party that is ruling in the negotiation process. The masculinity versus felinity dimensions, uncertainty avoidance index and thelong term orientation processis followed in managing the cultural differences in the negotiation process. The negotiators from ChinaandJapan,thisculturesdependsoncultivatingandsustainingofthelongterm relationship. Confucianismis strongly influenced by the Chinese thinking. The Chinese insist the major negotiating sessions that are held in the China for getting the home turf advantage. The Chinese negotiating stylealso entertains and insists on the informal discussions and often rarely has the business to do at hands that is for gathering intelligence and wearing down the negotiating counterparts on their side. In such situation the Japanese bench faces the loss of strength thereby it become more advantageous for China to negotiate with the counter parts. The Chinese are able to achieve more advantage and the Japanese team is left hung over and becomes tired for the next day. TheChinese negotiating styleare found to be brutally direct and intimidating by leveraging their power to hit. This is found out that even if the decision-making process is more hierarchical in Chinese negotiating and also especially in the negotiations they involves the state – owned enterprises where the Government functionaries gets involved. This is
3 NEGOTIATION also found out that the decision making is faster usually from the Chinese side. This shows the Chinese behavior in the entire negotiation phase. TheJapanese negotiation styleis examined in this study during the entire process of negotiation. The Japanese negotiators are extremely group dependent and they are also fearful of losingfaceandtheyapproachtowardsthenegotiationswiththesuspicion.Theamae dependencyis found to be the unique Japanese culture and the feelings ofamae dependency were unique to the Japanese diplomacy (Zhang and Kuroda1989). In the middle phase of the Japanese negotiation styleappears to be different that is by keeping on repeating their positions not by focusing on the delivering of tactics. They also wait till the last minute of the negotiation before panicking and offering concessions. The similarities of both the Chinese and the Japan negotiators in the negotiation process is that both the China and Japan are considered as the highly collectivist cultures that the individuals integrate into the cohesive groups. Both the negotiator looks after controlling of location and schedule. The Chinese and Japan negotiators tries to control the location and schedule as they feels the negotiation process taking place in their land will give them extra potential and support in the decision making process.Both the negotiatoris considered as the highly collectivist culture where the individuals could integrate into the cohesive groups (Chen 1993). Identifying potential management issues that could arise if members from the two cultures were working together, and briefly suggesting ways of managing these issues. Thepotential management issuesthat the management faces during the negotiation of both the economy of China and Japan. This is so because the negotiators from the collectivist
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4 NEGOTIATION culturesarestronglydependentonthecultivatingandthesustainingofthelongterm relationship. During the negotiations it becomes difficult to manage the process of decision making as the Chinese Negotiators mostly tends to complete the decision making process in the fastest manner whereas the Japanese negotiator are not at all comfortable in negotiating with the counterparts in the fastest manner (Tomlinson and Lewicki 2015). The Japanese negotiator requires time to fix the issue and they requires to wait till the last stage and panics while negotiation. There is always a suspect ion for the Japanese negotiator and that provokes them to panic while negotiating whereas the Chinese negotiator sometimes wants to fix the issue over phone only. Therefore the cultural differences makes the management process difficult. This is recommended to make the negotiation process in the land of Japan as they are the one who mostly faces loss of advantages since most of the time the negotiation process held in the land of China. Therefore the Japanese will be able to become more comfortable in the decision making process. The management is required to make sure that both the negotiator should take minimum time for the negotiation of the counterparts and this will enable the management to handle the negotiation process in the effective manner.
5 NEGOTIATION References Steers,R.M.,Sanchez-Runde,C.J.andNardon,L.,2010.Managementacrosscultures: Challenges and strategies. Cambridge University Press. Chen, M., 1993. Understanding Chinese and Japanese negotiating styles.The International Executive,35(2), pp.147-159. Zhang, D. and Kuroda, K., 1989. Beware of Japanese negotiation style: how to negotiate with Japanese companies.Nw. J. Int'l L. & Bus.,10, p.195. Tomlinson, E.C. and Lewicki, R.J., 2015. The negotiation of contractual agreements.Journal of strategic contracting and negotiation,1(1), pp.85-98.