国际商务谈判(第三版)(新视界商务英语系列教材)

Chapter 01 Basic Theories for International Business Negotiation In business as in life, you don’t get what you deserve, you get what you negotiate. ―Chester L. Karras, American business negotiation expertLead-in In September of 2013, computer software titan Microsoft made the shocking announcement that it was purchasing Finnish mobile handset maker Nokia for $7.2 billion in an effort to build its mobile and smart phone offerings. The complexity of the business negotiations undertaken by negotiators at Microsoft and Nokia underscores the challenges companies and negotiators face in integrating two different identities. Rather than engaging in the reconciliation of differences in identity, integrative bargaining negotiators may instead see the value (and value creating potential) in letting each firm maintain its own identity. In this way, it is advantageous to negotiators to view their negotiating counterparts as individuals, highlighting the strengths of each organization and how those strengths can be combined into a successfully implemented negotiated agreement. Questions: 1. How do you understand the practice of integrative bargaining negotiators? 2. How will it benefit the negotiation?Section A Understanding International Business Negotiation The negotiation process is a very complicated social process, involving an intricate structure of attitudes and opinions, social relationships ― both inside and outside the firm ― and the ways such attitudes, opinions, and social relations are changing. It contains various elements of individual and organizational behavior, influenced by the past and the perception of the future as well as the present. It is composed of a large number of decisions made by different people at different points in time. The understanding of the final outcome of such a process depends on an understanding of all its stages and parts. Many executives and policymakers tend to regard negotiation like most people view having children ― it is something one does almost instinctively, with varying amounts of skill, confidence, and pleasure, but not a likely subject for analysis or scholarly research. These people believe that good negotiators are born, not made; and if made, made in the trenches, not in the classroom. Most of the time, poor communication plays a role in the failure of business negotiations or becomes a serious barrier. And when people of one nation negotiate with people of another, they often unwittingly trample all over the other customs of those people and the negotiations are consequently doomed to failure before they even start.Negotiation as an art and a skill The view of negotiation as an art and a skill which should be learned in order to achieve desirable success with foreign partners is shared by a number of scholars. Some emphasize the importance of cross-cultural relations to negotiations. Others demonstrate how the presence or absence of certain key variables affects the structure, process, and the result of negotiation. Thus, it can help with realistic consideration of “ethical issues” and “strategic choice” in all interactive competitive bargaining to use decision analysis to assess the probabilities of various results as a trial. Looking at the future, from a strategic window, realistic international business negotiation solutions should depend, in large part, on a continuous learning process. The long-run solutions to the cultural myopia of business executives are more challenging. If companies are to take advantage of technology, creativity, and other natural resources, they must invest in the education and training of potential business leaders. This training must start early, for the true understanding of other cultures comes from immersion in it. Ideally, training for multinational executives of the future would begin in high schools.