Cultural Interaction

A Comparative Analysis of Negotiator Profiles across Cultures

Abstract

This comparative analysis aims at comparing business negotiating profile across cultures. To achieve the aim of the research, the researcher employs descriptive qualitative method. The result of this research show that from 4 data: Each negotiator have difference patterns in business cultures. (1) Indonesian negotiator is Relationship Focused, Formal, Fluid Time and Reserved Cultures. (2) French negotiator is Relationship Focused, Formal, Rigid Time, Expressive Cultures. (3) British negotiator is Deal Focused, Formal, Rigid Time, Reserved Cultures. (4) U.S. negotiator is Deal Focused, Informal, Rigid Time, Expressive Cultures.

Keywords: Comparative Analysis, Descriptive Qualitative, Indonesian Negotiator, French Negotiator, British Negotiator, U.S. Negotiator

1. Introduction

This research aims at comparing business negotiating profile across cultures. Cross-cultural business interaction is important to be studied, because each country has cultural differences which appear to be a great problem for international deal makers since they are confusing and unpredictable. So, from learning cross-cultural business interaction we can reduce that confusion and introduce that some predictability by classifying international business customs and practices into logical patterns.

There are two iron rules of international business: 1. The Seller adapts to the buyer. To do that, people can thorough knowledge of international business customs and practices which especially important for people who involved in international sales and marketing. 2. The Visitor is expected to observe local custom. It’s like “enter village, follow customs”, “when in Rome, do as the Romans do”. Considering the 2nd rule, the author disagree and gives an advice to not to mimic or copy local behaviour. Instead, just be yourself. But of course, “being yourself” includes being aware of local sensitivities and honouring local customs, habits and traditions.

Cross-cultural business behaviour has four patterns. First, There are two kinds of people based on their cultures: Deal-Focused People (DF) are fundamentally task-oriented. DF people are pushy, aggressive and offensively blunt. Relationship-Focused People (RF) are fundamentally people-oriented. RF people are dilatory, vague and inscrutable. Second, In Business Cultures there are Formal or Informal cultures. Informal Cultures are Egalitarian Cultures and Formal Cultures are Hierarchical Societies. Third, In timing the business cultures there are two kinds of time: Rigid Time is like worship the clock, they as an arrogant martinets enslaved by clocks and arbitrary deadlines people and Fluid Time is like more relaxed about time. They as a lazy, undisciplined and rude people. Fourth, in emotionally cultures, there are expressive people and reserved people. Emotionally expressive people are communicating verbally, paraverbally or nonverbally. Emotionally reserved people behave out of a respect for etiquette and out of a sense of prudence.

2.  Method

The method used in this research is descriptive qualitative. The source of the data used in this research is Cross-Cultural Business Behaviour written by Richard R. Gesteland. The data used are (1) Indonesian Negotiator, (2) French Negotiator, (3) British Negotiator, (4) U.S. Negotiator.

3. Discussion

Indonesian Negotiator is a Relationship-Focused, hierarchical, and relaxed about punctuality and deadlines. Indonesian negotiators tend to be soft spoken, friendly, and polite.

French Negotiator is Relationship-Focused, France remains one of Europe’s most hierarchical societies today. Visitors are expected to be roughly on time for business meetings, particularly if they are selling.  The differences between French Negotiator and Indonesian Negotiator are in time and emotionally cultures.

British Negotiator is a Deal-Focused, time-obsessed and tend to be direct. Formality, hierarchies and status are differences in British. In England is largely determined by one’s regional. The differences between British Negotiator, French Negotiator, and Indonesian Negotiator are in the people focused, time and emotionally cultures.

U.S. Negotiator is a Deal-Focused, time-conscious or time is money, informal and multi-ethnic, multiracial, multi-cultural society. The differences between U.S. Negotiator, Indonesian Negotiator, French Negotiator, and British Negotiator are in people focused, formal or informal business cultures, time and emotionally cultures.

A brief explanation about the difference Patterns in Business Cultures

in 1^st, 2^nd, 3^rd, 4^th negotiator in a table.

Negotiators	Deal Focused or Relationship Focused	Formal or Informal Business Cultures	Time and Scheduling	Emotionally Expressive and Emotionally Reserved Cultures
Indonesian	Relationship Focused	Formal	Fluid Time	Reserved Cultures
French	Relationship Focused	Formal	Rigid Time	Expressive Cultures
British	Deal Focused	Formal	Rigid Time	Reserved Cultures
U.S.	Deal Focused	Informal	Rigid Time	Expressive Cultures

4. Conclusion and Suggestion

Conclusion about discussion above, it can be concluded that from 4 data: Each negotiator have difference patterns in business cultures. (1) Indonesian negotiator is Relationship Focused, Formal, Fluid Time and Reserved Cultures. (2) French negotiator is Relationship Focused, Formal, Rigid Time, Expressive Cultures. (3) British negotiator is Deal Focused, Formal, Rigid Time, Reserved Cultures. (4) U.S. negotiator is Deal Focused, Informal, Rigid Time, Expressive Cultures.

Suggestion for future or another research is based on the result of the analysis and the conclusion above, in this research only four data. If it’s more than 4 data the result will be different. Another researcher can continue this research with different negotiators or more than 4 data.

5. References

Gesteland, Richard R. 2002. Cross-Cultural Business Behaviour.  Fourth Edition.

            Copenhagen Business School Press.

http://www.watershedassociates.com/learning-center-item/expessive-vsreserved-style.html

(retrieved on November 22, 2015)