| Peer-Reviewed

Analysis on Impasses in International Business Negotiations

Received: 8 October 2021     Accepted: 30 October 2021     Published: 5 November 2021
Views:       Downloads:
Abstract

During international business negotiations, the stakeholders of business activities in different countries or regions negotiate the various elements of a transaction for the purpose of economic interests or in order to complete a transaction. International business negotiations are very important in international business activities which are means to solve the conflict of interests and achieve common interests among the subjects of business activities of different countries. Impasses always appear in all phases of international business negotiations, which directly determines the success of negotiations. The paper focuses on Categories of Impasses, Causes of the Impasse, Principles for Avoiding the Impasse, Approaches to Deal with the Potential Impasse, The Golden Opportunities for Dealing with the Impasse, and Ways of Breaking the Impasse to deal with impasses of international business negotiations during all procedures to fulfill the anticipated objectives. Causes of impasse, as Divergent Objectives, One Party Has All the Say in the Negotiation, Be Overly Silent and Be Slow in Reacting, Extreme Sentiment, Negotiators Who Have Low Quality, Barrier to Information Communication, Use Both Hard and Soft Tactics to Procrastinate, A Change in the External Environment; and Approaches to Deal with the Potential Impasse as, First partial approval, then total negation, Repeat the counterpart’s opinion first, then weaken it, Persuade the other party with their own opinions, Impel the other party to make self-denial by raising questions,. Persuade the other party by standing on their side, Generalize and summarize, Induce the other party by asking back, Humor, Present a gift properly, Outside communication are analysed in details to provide guidance to the negotiators.

Published in International Journal of Economics, Finance and Management Sciences (Volume 9, Issue 5)
DOI 10.11648/j.ijefm.20210905.17
Page(s) 215-220
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

International, Business, Negotiation, Impasses

References
[1] Haensel Jennifer X., Ishikawa Mitsuhiko, Itakura Shoji et al. Cultural influences on face scanning are consistent across infancy and adulthood [J] Infant Behavior and Development, 2020, 61.
[2] Ji Li Jun, An Sieun Cultural Differences in People’s Responses to Accidents [J] Journal of Loss and Trauma, 2021, 26 (3).
[3] Xie Guanhui, Paik Yonjeong Cultural differences in creativity and innovation: are Asian employees truly less creative than western employees? [J] Asia Pacific Business Review, 2019, 25 (1).
[4] Te Hsin Chang, Anita R. Tucker, Christine Lynn Norton et al. Cultural issues in adventure programming: applying Hofstede’s five dimensions to assessment and practice [J] Journal of Adventure Education and Outdoor Learning, 2016, 17 (4).
[5] Eero Vaara, Riikka Sarala, Günter K. Stahl et al. The Impact of Organizational and National Cultural Differences on Social Conflict and Knowledge Transfer in International Acquisitions [J] Journal of Management Studies, 2012, 49 (1).
[6] Pak-Hang Wong Cultural Differences as Excuses? Human Rights and Cultural Values in Global Ethics and Governance of AI [J] Philosophy & Technology, 2020, 33 (prepublish).
[7] Yuping Zeng, Oded Shenkar, Seung-Hyun Lee et al. Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: Evidence from Korean MNEs [J] Journal of International Business Studies, 2013, 44 (1).
[8] Na Jinkyung, Huang Chih Mao, Park Denise C. When Age and Culture Interact in an Easy and Yet Cognitively Demanding Task: Older Adults, But Not Younger Adults, Showed the Expected Cultural Differences [J] Frontiers in Psychology, 2017.
[9] Deb Roy DIVERSITY, EQUITY & INCLUSION [J] Professional Safety, 2021, 66 (4).
[10] Lobban Glenys Encountering the “Other”: Reflections on Skoufalos’ “Couples Therapy: A Painful Hour, a Pained History” [J] Psychoanalytic Perspectives, 2021, 18 (1).
[11] Shrikant Natasha Cultural difference as a resource for arguments in institutional interactions [J] Communication Monographs, 2021, 88 (2).
[12] Mojaverian Taraneh, Hashimoto Takeshi, Kim Heejung S. Cultural Differences in Professional Help Seeking: A Comparison of Japan and the U.S. [J] Frontiers in Psychology, 2013.
[13] Al Nasser Mohammad, Yusoff Rushami Zien, Islam Rabiul et al. Cultural Differences Identification and its Effect on E-Service Quality Perception [J] American Journal of Economics and Business Administration, 2013, 5 (2).
[14] Mangan James Piaget's Theory and Cultural Differences: The Case for Value-Based Modes of Cognition [J] Human Development, 1978, 21 (3).
[15] Božena Radiměřská Angličtí cestovatelé ve středovýchodní Evropě v sedmnáctém a osmnáctém století: Studie vnímání prostoru [J] AUC PHILOSOPHICA ET HISTORICA, 2015, 2010 (1).
[16] Julia Backmann, Rouven Kanitz, Amy Wei Tian et al. Cultural gap bridging in multinational teams [J] Journal of International Business Studies, 2020, 51 (prepublish).
[17] Meina Liu Cultural Differences in Goal‐directed Interaction Patterns in Negotiation [J] Negotiation and Conflict Management Research, 2011, 4 (3).
[18] He Tianyu, Williams Melissa J. Interdependence and reflected failure: Cultural differences in stigma by association [J] Journal of Experimental Social Psychology, 2021, 95.
[19] Messner Wolfgang, Adler N. J., Alesina A. et al. Connections Between Cultures: Using Empirical Distributions for Measuring Cultural Differences [J] Journal of Cross-Cultural Psychology, 2021, 52 (2).
[20] Hanna Edwards Ashley A. Food for thought: An exercise in third-culture building [J] Communication Teacher, 2021, 35 (4).
[21] Peeters Carine, Dehon Catherine, GarciaPrieto Patricia The attention stimulus of cultural differences in global services sourcing [J] Journal of International Business Studies, 2015, 46 (2).
[22] Yumeng Peng, Xiang Zhou A cross-cultural analysis of the modes and effectiveness of collaborative production of knowledge on Quora [J] Aslib Journal of Information Management, 2020, 73 (2).
[23] Dheer Ratan JS, Lenartowicz Tomasz, Peterson Mark F Mapping India's regional subcultures: Implications for international management [J] Journal of International Business Studies, 2015, 46 (4).
[24] Oishi Shigehiro, Diener Ed, Napa Scollon Christie et al. Cross-Situational Consistency of Affective Experiences Across Cultures. [J] Journal of Personality and Social Psychology, 2004, 86 (3).
[25] Reed H. B. Review of Race and Marriage. [J] Psychological Bulletin, 1910, 7 (12).
[26] Michael W. Morris, Kwok Leung Creativity East and West: Perspectives and Parallels [J] Management and Organization Review, 2010, 6 (3).
Cite This Article
  • APA Style

    Gao Yanhua. (2021). Analysis on Impasses in International Business Negotiations. International Journal of Economics, Finance and Management Sciences, 9(5), 215-220. https://doi.org/10.11648/j.ijefm.20210905.17

    Copy | Download

    ACS Style

    Gao Yanhua. Analysis on Impasses in International Business Negotiations. Int. J. Econ. Finance Manag. Sci. 2021, 9(5), 215-220. doi: 10.11648/j.ijefm.20210905.17

    Copy | Download

    AMA Style

    Gao Yanhua. Analysis on Impasses in International Business Negotiations. Int J Econ Finance Manag Sci. 2021;9(5):215-220. doi: 10.11648/j.ijefm.20210905.17

    Copy | Download

  • @article{10.11648/j.ijefm.20210905.17,
      author = {Gao Yanhua},
      title = {Analysis on Impasses in International Business Negotiations},
      journal = {International Journal of Economics, Finance and Management Sciences},
      volume = {9},
      number = {5},
      pages = {215-220},
      doi = {10.11648/j.ijefm.20210905.17},
      url = {https://doi.org/10.11648/j.ijefm.20210905.17},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijefm.20210905.17},
      abstract = {During international business negotiations, the stakeholders of business activities in different countries or regions negotiate the various elements of a transaction for the purpose of economic interests or in order to complete a transaction. International business negotiations are very important in international business activities which are means to solve the conflict of interests and achieve common interests among the subjects of business activities of different countries. Impasses always appear in all phases of international business negotiations, which directly determines the success of negotiations. The paper focuses on Categories of Impasses, Causes of the Impasse, Principles for Avoiding the Impasse, Approaches to Deal with the Potential Impasse, The Golden Opportunities for Dealing with the Impasse, and Ways of Breaking the Impasse to deal with impasses of international business negotiations during all procedures to fulfill the anticipated objectives. Causes of impasse, as Divergent Objectives, One Party Has All the Say in the Negotiation, Be Overly Silent and Be Slow in Reacting, Extreme Sentiment, Negotiators Who Have Low Quality, Barrier to Information Communication, Use Both Hard and Soft Tactics to Procrastinate, A Change in the External Environment; and Approaches to Deal with the Potential Impasse as, First partial approval, then total negation, Repeat the counterpart’s opinion first, then weaken it, Persuade the other party with their own opinions, Impel the other party to make self-denial by raising questions,. Persuade the other party by standing on their side, Generalize and summarize, Induce the other party by asking back, Humor, Present a gift properly, Outside communication are analysed in details to provide guidance to the negotiators.},
     year = {2021}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Analysis on Impasses in International Business Negotiations
    AU  - Gao Yanhua
    Y1  - 2021/11/05
    PY  - 2021
    N1  - https://doi.org/10.11648/j.ijefm.20210905.17
    DO  - 10.11648/j.ijefm.20210905.17
    T2  - International Journal of Economics, Finance and Management Sciences
    JF  - International Journal of Economics, Finance and Management Sciences
    JO  - International Journal of Economics, Finance and Management Sciences
    SP  - 215
    EP  - 220
    PB  - Science Publishing Group
    SN  - 2326-9561
    UR  - https://doi.org/10.11648/j.ijefm.20210905.17
    AB  - During international business negotiations, the stakeholders of business activities in different countries or regions negotiate the various elements of a transaction for the purpose of economic interests or in order to complete a transaction. International business negotiations are very important in international business activities which are means to solve the conflict of interests and achieve common interests among the subjects of business activities of different countries. Impasses always appear in all phases of international business negotiations, which directly determines the success of negotiations. The paper focuses on Categories of Impasses, Causes of the Impasse, Principles for Avoiding the Impasse, Approaches to Deal with the Potential Impasse, The Golden Opportunities for Dealing with the Impasse, and Ways of Breaking the Impasse to deal with impasses of international business negotiations during all procedures to fulfill the anticipated objectives. Causes of impasse, as Divergent Objectives, One Party Has All the Say in the Negotiation, Be Overly Silent and Be Slow in Reacting, Extreme Sentiment, Negotiators Who Have Low Quality, Barrier to Information Communication, Use Both Hard and Soft Tactics to Procrastinate, A Change in the External Environment; and Approaches to Deal with the Potential Impasse as, First partial approval, then total negation, Repeat the counterpart’s opinion first, then weaken it, Persuade the other party with their own opinions, Impel the other party to make self-denial by raising questions,. Persuade the other party by standing on their side, Generalize and summarize, Induce the other party by asking back, Humor, Present a gift properly, Outside communication are analysed in details to provide guidance to the negotiators.
    VL  - 9
    IS  - 5
    ER  - 

    Copy | Download

Author Information
  • School of Business Administration, Xi’an Eurasia University, Xi’an, China

  • Sections