Negotiatation
Jean Monnet Chair in Euromanagement in Business and Technology
PhD J. M. Ulijn, TU Eindhoven
International Business Negotiation
ERASMUS Exchange Programme 1996
Dutch-German Business Negotiation
Axel Niemeyer (435358)
Martin Bundschu (435303)
Eindhoven, February 1997
Table of content
Table of content
Figures
Executive Summary
1. Introduction
2. Intercultural Negotiation
2.1 Dimensions of Negotiating
2.2 Negotiation Styles
2.3 Culture and Negotiating
2.4 Cultural Information for Business Situations
3. Dutch-German Cultural Differences
3.1 Dutch-German Economic Relations
3.2 Cultural Values
3.3 Mutual Perception
3.4 Verbal and Non-verbal Communication
3.5 Corporate Behaviour
4. Testing the hypotheses in a Dutch-German Business Negotiation
4.1 Hypotheses
4.2 Verification by Practitioners
4.3 Negotiation Checklist
5. Conclusion
6. References
7. Appendix A: Questionnaire Form
Figures
Figure I: Interview Partners
Figure II: Proved Hypotheses about Dutch-German Business Negotiations
Figure 2-1: Stages in Negotiating
Figure 2-2: Activities in Negotiating
Figure 2-3: Mastenbroek´s Negotiating Model
Figure 2-4: Top Negotiation-Related Results from Delphi
Figure 3-1: The 5D-Model
Figure 3-2: Hofstede´s Dimensions
Figure 3-3: Dutch Perception of Germans and their own
Figure 3-4: Cultural Thought Patterns
Figure 4-1: Hypotheses about Dutch-German Business Negotiations
Figure 4-2: Interview Partners
Figure 4-3: Proved Hypotheses about Dutch-German Business Negotiations
Figure 4-4: Dutch Negotiation Checklist
Executive Summary
Intercultural negotiations add an additional difficulty or dimension to negotiations. In addition to providing a specific basic pattern in the value of the activity indices they provide additional difficulties and problems, that would not be in place if the negotiation took place within a single culture. Therefore the purpose of this paper is to investigate
PhD J. M. Ulijn, TU Eindhoven
International Business Negotiation
ERASMUS Exchange Programme 1996
Dutch-German Business Negotiation
Axel Niemeyer (435358)
Martin Bundschu (435303)
Eindhoven, February 1997
Table of content
Table of content
Figures
Executive Summary
1. Introduction
2. Intercultural Negotiation
2.1 Dimensions of Negotiating
2.2 Negotiation Styles
2.3 Culture and Negotiating
2.4 Cultural Information for Business Situations
3. Dutch-German Cultural Differences
3.1 Dutch-German Economic Relations
3.2 Cultural Values
3.3 Mutual Perception
3.4 Verbal and Non-verbal Communication
3.5 Corporate Behaviour
4. Testing the hypotheses in a Dutch-German Business Negotiation
4.1 Hypotheses
4.2 Verification by Practitioners
4.3 Negotiation Checklist
5. Conclusion
6. References
7. Appendix A: Questionnaire Form
Figures
Figure I: Interview Partners
Figure II: Proved Hypotheses about Dutch-German Business Negotiations
Figure 2-1: Stages in Negotiating
Figure 2-2: Activities in Negotiating
Figure 2-3: Mastenbroek´s Negotiating Model
Figure 2-4: Top Negotiation-Related Results from Delphi
Figure 3-1: The 5D-Model
Figure 3-2: Hofstede´s Dimensions
Figure 3-3: Dutch Perception of Germans and their own
Figure 3-4: Cultural Thought Patterns
Figure 4-1: Hypotheses about Dutch-German Business Negotiations
Figure 4-2: Interview Partners
Figure 4-3: Proved Hypotheses about Dutch-German Business Negotiations
Figure 4-4: Dutch Negotiation Checklist
Executive Summary
Intercultural negotiations add an additional difficulty or dimension to negotiations. In addition to providing a specific basic pattern in the value of the activity indices they provide additional difficulties and problems, that would not be in place if the negotiation took place within a single culture. Therefore the purpose of this paper is to investigate
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