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Negotiating-Across-the-Pacific

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Negotiating Across the Pacific - Case Study

Table of Contents 2.0 Executive Summary 2 3.0 Case Analysis 2 3.1 Major Issue 2 3.1.1 Relationship Building 2 3.1.2 Adversial versus Guanxi Business Methodologies 3 3.2 Cultural Theories 4 3.3 Cultural Characteristics involved in the case 8 3.4 Solution and Action Plan 10 4.0 References 12

2.0 Executive Summary

There was breach of faith by withholding information and not being upfront during the communication process between different parties. This situation was also caused by cultural differences like relationship building, “Guanxi”, emphasis on personal relationships versus factual-based legalistic approach, completely varied styles of doing business, and also individual parties not conforming to the business methodology that they were accustomed to. There was also lack of communication between the parties. The Seven Dimensions of Culture were identified by management consultants Fons Trompenaars and Charles Hampden-Turner, and the model was published in their 1997 book, "Riding the Waves of Culture."
3.0 Case Analysis
3.1 Major Issue

The major issue in this case is that there was breach of faith by withholding information and not being upfront during the communication process between different parties. This situation was also caused by cultural differences like relationship building, “Guanxi”, emphasis on personal relationships versus factual-based legalistic approach, completely varied styles of doing business, and also individual parties not conforming to the business methodology that they were accustomed to, i.e. Mr. Tang should have informed Mrs. Ming that he was not dealing directly with the manufacturer and Mr. Smith should have signed a contract with Dr. Fisher.
3.1.1 Relationship Building

Relationship building is the process of getting to know the people whom you are dealing

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