The Influence of Culture on Negotiati on Styles of Brazilian Executives

Sobral, Filipe; Carvalhal, Eugênio do; Almeida, Filipe

doi:10.2753/jmr1536-5433060203

Cited by 10 publications

(13 citation statements)

References 25 publications

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“…Since a harmonious relationship among group members is of utmost importance in collectivistic cultures, such as Brazil, it would be expected that team members will avoid confrontation and conflict and emphasize harmony within the group (Sobral, Carvalhal, & Almeida, 2008;Westwood, Tang, & Kirkbride, 1992). This conflict avoidance strategy is reinforced by a high hierarchical distance between members and team leaders, as a way of showing obedience and loyalty (Barros & Prates, 1996).…”

Section: Hypothesis 3 (H3)mentioning

confidence: 99%

Exploring the black box in Brazilian work groups: a study of diversity, conflict and performance

Sobral

Bisseling

2012

BAR, Braz. Adm. Rev.

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Over the last few decades, several studies have been conducted to examine the complex relationships between team diversity and individual and organizational outcomes. Although, in theory, team diversity can foster positive organizational synergies by increasing the variance of perspectives and approaches to work different members can bring, the same idiosyncratic characteristics can also engender significant difficulties resulting from problems in coordination, communication and conflict. This study used a sample of 44 work groups to examine the influence of five types of diversity on team outcomes and the mediating role of task and relational conflict on this relationship. A survey of 279 team members and interviews with the 44 team managers were used to examine these relationships. Findings suggest that different forms of diversity impact task conflict in different ways, which in turn is negatively associated with job satisfaction and team performance. Results further show that diversity is unrelated to relational conflict; however, this type of conflict seems to hinder both job satisfaction and team performance. Overall, these patterns suggest a complex link between team diversity and how work groups function.

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Section: Hypothesis 3 (H3)mentioning

confidence: 99%

Exploring the black box in Brazilian work groups: a study of diversity, conflict and performance

Sobral

Bisseling

2012

BAR, Braz. Adm. Rev.

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“…Beside the aspects of relationship and behavior of both parties, the business negotiation also include the aspects of influencing conditions, such as culture (Weiss, 1993). Unlike in the intercultural context, the business negotiation in cross-cultural context is more complex and challenging, and requires adequate understanding of the influence of cultural differences on it (Sobral et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…As the effective negotiations are often afflicted by cultural differences (Kopelman & Olekalns, 1994), for successful cross-border negotiations, accepting and respecting the cultural beliefs and norms of the other party are prerequisite (Sobral et al, 2008). According to Hofstede (2007), cultural beliefs and norms differ on the basis of the dimensions of power distance, individualism, masculinity, uncertainty avoidance, long-term orientation and indulgence.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Culture on Business Negotiation Styles: A Comparative Study between Bangladesh and China

Shen¹,

Hoque²,

Zhangwen³

2018

IJBM

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The People's Republic of Bangladesh is an emerging and booming trade partner with different countries especially with the People's Republic of China. China achieved a double-digit GDP which is a remarkable economic record or milestone. A long-term win-win business relationship between Bangladesh and China is being sustained and through this relationship a significant number of business dealings have been made each and every year. One of the greatest challenges that Bangladeshi and Chinese business executives are facing in international business is effective communication with their counterparts during the negotiations. This study aims at investigating the impact of culture in negotiation styles -accommodation, collaboration, competition, compromise and withdrawal. Business executives were the targeted population for this study. About 50 business executives from Bangladesh and 40 Chinese business executives working in Bangladesh were selected for the study. Data has been analyzed by SPSS software. The finding shows that both groups have international business experiences and have completed successful negotiations before. Accommodation, competition, and withdrawal negotiation styles are affected by culture and other two styles -compromise and collaboration -are not affected by culture. Hofstede's cultural dimension index also supports these hypotheses. The findings of this study will help both Chinese and Bangladeshi business executives to achieve successful negotiations.

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“…However, not all those dimensions are empirically examined with sufficient detail. According to a previous study (Sobral et al, 2008), Hofstede's cultural dimensions are also useful to consider in order to obtain a solid contextual overview of the influence of deeply enrooted cultural dimensions on negotiation.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Due to this change in today's global economic environment, both top executives and researchers need to understand how culture influences negotiations (Gelfand et al, 2013). Today, many organizations see negotiation practice as a competitive necessity when negotiating with partners from other regions (Sobral et al, 2008). For this reason, cross -cultural negotiators generally leave more value on the table when trying to capture their counterparts' interests and trade them off against their own interests (Brett, 2017).…”

Section: Introductionmentioning

confidence: 99%

A Study on the Cultural Influence on Business Negotiations: Evidence from Bangladesh

Zhangwen¹,

Hoque²

2017

IBR

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Although many individuals speak of Bangladesh as a booming trading partner, in reality, negotiating for business in Bangladesh is systematic work. In the age of globalization and an increasingly globally integrated economy, businesspeople across the world negotiate with counterparts of different cultural backgrounds more often than ever before. However, little research has been conducted to identify the influence of culture on business negotiation in Bangladesh. This study examines the relationship between culture and negotiation style in Bangladesh. The data were collected from Bangladeshi business executives who have enormous experience in business dealings. The results suggest that it is important to consider the culture within a country when examining positive business outcomes.

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The Influence of Culture on Negotiati on Styles of Brazilian Executives

Cited by 10 publications

References 25 publications

Exploring the black box in Brazilian work groups: a study of diversity, conflict and performance

Exploring the black box in Brazilian work groups: a study of diversity, conflict and performance

The Impact of Culture on Business Negotiation Styles: A Comparative Study between Bangladesh and China

A Study on the Cultural Influence on Business Negotiations: Evidence from Bangladesh

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