International Business Negotiation: Analyzing US Negotiation Style

This report provides an analysis of the negotiation style of the United States in international business contexts. The report examines the characteristics of American negotiators, including their result-oriented and assertive approach, as well as their preference for win-win outcomes and individualism. It explores how cultural factors influence their negotiation strategies, such as time frames and body language. The report also discusses the importance of understanding these nuances for foreign negotiators to avoid misunderstandings and achieve successful outcomes. It references various scholarly sources to support its findings, offering a comprehensive overview of the subject. The report highlights the significance of planning, preparation, and the use of specific tactics in navigating the complexities of international business negotiations involving the United States. It emphasizes the need for foreign negotiators to be aware of American communication styles and adapt their strategies accordingly to build strong relationships and achieve favorable agreements.

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International Business Negotiation
Student Details:

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According to Brian, Jeanne and Michele (2016, p.78), negotiation is a method or process of
settling differences between people by compromising to avoid any dispute or argument.
However, in Mexico, cross-cultural negotiation shows the polychromic time orientation that
involves number of people and simultaneous occurrences of distinct things. According to
Christy, Lillian and Dinah (2014), negotiators from this collectivist culture of Mexico use
flexible times of starting and ending meetings, provides comfort with high-flow of
information, decides appropriate timing to take breaks, overlap talking sometimes, and do not
take lateness personally along with flexibility of viewing start timings along with respecting
the feelings of individuals. In Mexico, people rely on non-verbal communication where hug
represents the trusting relationship development. According to Hofstede, high power distance
in Mexico shows national cultures where negotiators are comfortable through clear authority
figures, hierarchical structures, and right for power usage with discretion (Vasile, 2016).
In Mexico, cross-cultural negotiation is based on planning and preparation skill of negotiators
where they think under pressure based on their intelligence and judgement. They express
verbally in relation to product knowledge while exploiting and perceiving power with
integrity. Based on the observation by Carolina and Kimberly (2018), it was argued that
Mexicans follow a composed style of negotiation that represents collaboration while
resolving any conflict calmly as per the cross-culture negotiations in Mexico. The country
focuses on long-term relationship by valuing it both personally and professionally through
communicating in business and otherwise as well in relation to distinct countries. Based on
the observation of Paul and Shaun (2015), it is argued that Mexico’s negotiators seek for
initial agreements of low-risk in the companies along with motivating language for providing
opportunities and maintaining indirect communication where business people are less strict in
terms of time.

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References
Corey, C. M., Fok, L. Y. & Payne, D. M., 2014. Cross-cultural differences in values and
conflict management: A comparison of US and Puerto Rico. Journal of Organizational
Culture, Communications and Conflict, 18(2), p. 59.
Gomez, C. & Taylor, K. A., 2018. Cultural differences in conflict resolution strategies: A
US–Mexico comparison. International Journal of Cross Cultural Management, 18(1), pp. 33-
51.
Gunia, B., Brett, J. M. & Gelfand, M., 2016. The science of culture and negotiation. Current
Opinion in Psychology, Volume 8, pp. 78-83.
Madlock, P. E. & Sexton, S., 2015. An application of motivating language theory in Mexican
organizations. International Journal of Business Communication, 52(3), pp. 255-272.
Vasile, A. C., 2016. Hofstede’s cultural dimensions and management in corporations. Cross-
Cultural Management Journal, 18(01), pp. 35-46.