The palgrave handbook of cross cultural business negotiation

The Palgrave Handbook of Cross-Cultural Business Negotiation Edited by Mohammad Ayub Khan · Noam Ebner The Palgrave Handbook of Cross-Cultural Business Negotiation Mohammad Ayub Khan  •  Noam Ebner Editors The Palgrave Handbook of Cross-Cultural Business Negotiation Editors Mohammad Ayub Khan International Business Department Business School, Tecnológico de Monterrey Monterrey, Mexico Noam Ebner Department of Interdisciplinary Studies Creighton University Omaha, NE, USA ISBN 978-3-030-00276-3    ISBN 978-3-030-00277-0 (eBook) https://doi.org/10.1007/978-3-030-00277-0 Library of Congress Control Number: 2018959074 © The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer International Publishing AG, part of Springer Nature 2019 This work is subject to copyright All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or ­information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar ­methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Cover credit © GettyImages/Diogo Salles This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland Foreword Spanning over 30 years of academic life as a scholar in the international and global management areas, moving between North and South America, my career as a university instructor, academic administrator, and researcher has provided me with a unique perspective for commenting on the contribution made by a book on international and intercultural negotiations From this particular perspective, the Palgrave Handbook of Cross-Cultural Business Negotiation, edited by Mohammed Ayub Khan and Noam Ebner, is a coherent and comprehensive collection of readings on the ever-complex topic of international and multicultural negotiations The ample scope of the book provides the reader with perspectives garnered from both applied and theoretical approaches to negotiation This book covers topics directly related to central theories of multicultural negotiation, includes contributions from a very diverse group of writers, and emphasizes the importance of external and contextual factors affecting the many ways in which negotiation scenarios unfold and their outcomes take shape In the face of complex and emerging business and social environment phenomena, the usefulness of this book is beyond any doubt The theoretical chapters combined with applied discussions of multinational cross-cultural systems and negotiation provide conceptual frameworks and prescriptive answers to many of the situations that organizations and their leaders and influencers face when developing strategies to cope with exchange-driven external challenges Furthermore, the readings contained in this volume create a comprehensive package of applied knowledge and critical theory insight I consider the Palgrave Handbook of Cross-Cultural Business Negotiation a necessary addition to any university or private library The book also makes the perfect reading pack for any university course and company training program v vi Foreword in the fields of cross-cultural management and negotiation, providing both the learner and the instructor with a holistic view of the subject I recommend the book’s adoption not only to librarians but also to academics or practitioners interested in gaining a current and relevant perspective on multicultural negotiation You may rest assured that this set of readings provides you with the latest ideas and concepts in this field, and that it will expand your knowledge horizon of this fascinating discipline Tecnológico de Monterrey Monterrey, Mexico Salvador Trevino Martinez Preface As globalization has increasingly brought members of different cultures into contact with each other, the study of culture and negotiation has gained corresponding prominence since the 1980s Scholars have written numerous books and articles about the complexities of negotiating across cultures from various disciplines, ranging from context-rich, detailed descriptions of negotiations within a culture to comparative analyses of negotiation processes across cultures Although cross-cultural negotiation research continues to expand our understanding of culture’s influence on negotiation, it has evolved much more slowly than mainstream negotiation theory and research This book aims to help bridge that gap, even as it offers directions for future research This book offers readers three benefits: First, reading this book will improve your ability to negotiate successfully You and your company will be more affluent, and you will experience fewer sleepless nights anticipating an upcoming interaction, given that you will have a robust framework and a packed toolbox for negotiation success However, this promise comes with a caveat: Negotiation skills not develop through passive learning Instead, you will need to challenge yourself actively We believe that negotiation skills are transferable across situations In making this statement, we not mean to imply that all negotiation situations are identical; negotiation situations differ dramatically across people, cultures, and activities However, certain fundamental negotiation principles are essential across all these variables The knowledge and skills contained in this book are useful across a wide range of situations, ranging from sophisticated, multiparty, multicultural deals to one-on-one personal exchanges In summary, our model of learning is based on a ­three-­phase cycle: Experiential learning, feedback, and learning new strategies and skills (Liu, 2015) vii viii Preface Additionally, this book offers an enlightened model of negotiation Being a successful negotiator does not depend on your opponent’s lack of familiarity with a book such as this one or lack of training in negotiation In fact, it would be ideal for you if your key clients and customers knew about these strategies This approach follows what we call a fraternal twin model, which assumes that the other person you are negotiating with is every bit as motivated, intelligent, and prepared as you are Thus, the negotiating strategies and techniques outlined in this book not rely on “outsmarting” or tricking the other party; instead, they teach you to focus on simultaneously expanding the pie of resources and ensuring the resources are allocated in a manner that is favorable to you While you might sometimes well by recognizing a particular lack of preparation on your counterpart’s side, you will usually be better off using your knowledge and understanding in order to help them participate well in the negotiation process Global business management issues and concerns are complex, diverse, changing, and often unmanageable Industry actors and policymakers alike need partnerships and alliances for developing and growing sustainable business organizations and ventures Therefore, global business leaders must be well versed in managing, in leading multidimensional human relationships, and in creating business networks Negotiation is key to all these processes As a historical panacea to human and business problems and conflicts, the importance of learning about the discipline of negotiation is rising both in academia and in industry Direct negotiation is, and has always been, the most effective method for resolving all forms of disputes and conflicts in human society, for forming beneficial deals, and for developing fruitful partnerships Setting history aside for a moment, consider these recent and current developments on the global stage and at the industry level: • • • • • • • • • • BREXIT Negotiation of multilateral agreements at the WTO Resolving complex historical and multidimensional disputes in the Middle East Managing and resolving nuclear conflicts between the West and Iran and North Korea The US’ intentions of renegotiating NAFTA, TPP, and TTIP The myriad negotiations of recent mergers and acquisitions in the industrial world The conflicts in Syria, Yemen, and Afghanistan The recent calls for talks between Pakistan and India over Kashmir The South East China Sea dispute The Microsoft-Nokia Deal  Preface  ix • The Factory-Safety Agreements in Bangladesh • The AT&T and Time Warner merger Now, to add history back into the mix, consider that if instead of reviewing the present and the past five years for significant conflicts and deals in which negotiation played a major role, we had reviewed the past 20 years; the list would go on for pages and pages This indicates that the importance of negotiation for international business and global relations will only continue to grow We believe that all these developments on the global stage demand and require that leaders guiding such negotiations, and the many representatives actually sitting at the multiple tables involved in each process, possess an in-­ depth knowledge of the science and art of negotiation However, in today’s business environment, fundamental mastery of negotiation is only the first step Managers and leaders negotiating around the world require an advanced understanding of how negotiations unfold in a globalized world encompassing the diverse and complex issues facing humanity Actors at all levels of the modern firm find themselves interacting with counterparts from around the world, in a wide variety of contexts Negotiation counterparts might be located in different countries, and colleagues might be from, or on, different continents To be effective, negotiators must recognize, understand, and cope with the challenges of intercultural communication and negotiation Herein lies this book’s third, and unique, benefit There are many books discussing negotiation, some surveying various issues and others offering more complete operational models There are books that discuss cross-cultural negotiation in a general sense And, there are books of the “Negotiating in …” variety surveying negotiation tendencies of people from different countries This book is unique in combining all three of these It elaborates foundational elements of negotiation, addresses the theories and challenges associated with cross-cultural negotiation, and offers a wide range of countryspecific chapters dedicated to exploring how these issues and others play out in a wide variety of locales, the world over Rather than offering a single model of negotiation, claiming its applicability across regions and cultures (which many texts do, even though they have clearly been developed, and are most applicable in a developed Western setting), we’ve chosen to clarify basic elements of negotiation, pointing out that they apply differently in different settings After providing a set of guidelines and terminology for understanding differences across cultures, we’ve then applied these elements of negotiation at the local level The country chapters develop and implement, locally, issues discussed in the foundational section, making this book a comprehensive and useful reference book x Preface The book is unique in a number of other ways First, in the number of countries covered, and the wide range of geographies, regions, economies, developmental stages, and cultures they span The book covers 18 countries from all around the globe Second, it focuses on the business context Other texts not maintain this focus—discussing country cultures and behavioral tendencies in general or focusing on (or mixing in) exploration of negotiation patterns of diplomats or peace negotiators Third, it combines academic and practical elements The foundational section of the book provides a theoretical grounding from an academic perspective This is shored up locally and practically: locally, by introducing literature relating to each of the locales detailed in the country chapters, and practically by relating to each of these locales through the perspective of each country chapter author’s experience working in that country, offering local case studies, local business norms, and local negotiation dynamics that go beyond the literature and offer the reader a window into the actual practice of negotiation in that country Fourth, this book truly designs a web of knowledge, theory, and practice, given that it comprises the work of authors with diverse and impressive backgrounds in academia and practice, from a wide range of countries around the world Their backgrounds are varied, yet they all share deep and vast knowledge of local and international industry practices as well as experience with the rigors of academia developed in their work as teachers and researchers in areas of international business, management, and other disciplines Their work bridges the worlds of practice and academia through their participation in international academic and professional conferences and their engagement with the industrial world as consultants and trainers Fifth, and last, is that this book does not default to a Western perspective The editors each have roots in East and West, and the diversity of the country chapter authors is as global as the span of the countries they cover Our aim was to have a book that is as useful for someone traveling from East to West as it is from West to East, and from North to South as from South to North Of course, when we use terms such as “Global” to discuss the book, we not imply that we have surveyed every nationality, country, or culture in the world Nor we suggest that the countries we have included in the book are representative of the full global set in any way When we set out to create this book, we aimed to collect as many county chapters as possible in a given time frame, with the overall assumption that no country was inherently more important than any other In practice, we admit to being particularly excited when we were able to secure authors writing about countries which had hardly or never been examined from a negotiation perspective However, in the end, 550 Index D Dancing the gorillas, 56 Das, T. K., 60, 61, 63, 64 David, King, 73, 81 DAX, 291 Deadlines, xi, 23, 28, 36, 45, 208, 299, 319, 321, 391–393, 420, 437 Deal, vii–ix, xii–xiv, 7, 8, 11, 12, 20, 21, 23, 28, 39, 44, 46, 47, 54, 60, 62, 64, 72, 74, 75, 77, 79, 87, 88, 106, 110, 112, 123, 125, 130, 142, 154, 163, 174–176, 178, 180, 181, 200, 203–204, 228, 233, 253, 271, 273–275, 277, 278, 280, 283, 286, 294, 296, 298, 309, 315–317, 319, 320, 322, 334, 337, 340, 343–346, 348, 349, 366, 367, 369, 395, 396, 407, 415, 418, 421, 422, 426, 430, 449, 452, 461, 467, 468, 474, 476, 477, 480, 487, 488, 498–505 Dealmakers, 417 Debenham, A., 142 Decision-making, 5, 6, 10, 32, 77, 91, 176, 179–181, 226, 229, 243, 245, 253–254, 269, 275–276, 309, 313, 316, 319, 335, 336, 338, 340, 355, 364, 392, 393, 398, 415, 420, 422, 428, 461, 471, 476, 501, 507, 509, 535 Deductive process, 421 Degree of interdependence, 316, 492 The degree of transparency and fairness, 500 Delaying tactics, 277 Demographic factors, 271 Department of Foreign Affairs and Trade (DFAT), 457, 458 Development Bank of Singapore (DBS), 353 Dialectical thinking, 356, 360, 367, 369–371, 375–377 Dialectic cognition, 371 Dialects and accents, 212–213 Different cultural settings, 341–342, 348, 349 Diffuse, 124, 173, 175, 205 Digital economy, 430 Digital Immigrants, 523 Digital Natives, 523 Diminished focus, 98–99 Diminished privacy, 97–98 Diminished trust, 97 Direct messaging on Twitter, 103 Direct negotiation, viii, 20, 24, 35, 517 Direct vs indirect, 179 Discernment, 71, 76, 77, 82, 85–86 Displaying emotions, 421 Dispute resolution, xii, xiii, 61, 62, 297, 309, 325, 488, 531 Disputes and conflicts in business, xv, 152–154, 199–202, 291–292, 395 Distributive negotiation, 25, 46, 71, 73–78, 81, 88, 294, 296, 349 Diverse culture, 464, 489, 490 Diverting attention, 459 Doing business in Spain, 332–333, 347 Domestic market, 117, 171, 245, 364 Dos and don’ts, 165 Dual negotiation process, 500 Dutch culture, 301 Dyadic alliances, 57–58 Dyadic basis, 463 E Ease of doing business, 290, 333, 385 East and West, x, xi East Asian Miracle, 359 East Asians, 127, 299, 370, 496 Eastern Germany, 289, 300 East German, 287 Ebner, N., 20, 39, 91, 94, 96, 99, 102–104, 106, 246, 255, 462, 518, 523, 527, 529–531, 535, 538, 540  Index  Ecological fallacy, 286 The Economist, 220, 285 Effective communication, 309 Emerging negotiating style, 496 Emirates Airlines, 407 Emirati approach to negotiation, 425, 426 Emirati society, 405 Emiratization, 407, 408 Emotional intelligence, 39, 507 Emotions, 14, 31, 33, 39, 40, 43, 86, 105, 108, 124, 126, 127, 141, 154, 155, 175, 179, 199, 229, 249, 254, 275, 292–294, 302, 314, 315, 321, 370, 388, 395, 421, 444, 458, 459, 474, 503 Empathy, 9, 45, 154, 186, 299, 302, 346, 348, 349, 471, 502, 529–531, 534 Encyclopaedia Iranica, 246, 248, 250 Entrepreneurs, 13, 194, 224, 232, 234, 251, 252, 254, 258, 271, 284, 496, 505 Entrepreneurship, 13, 147, 233, 251, 336 Environmental performance index, 290 Equity participation, xiii, 7, 54, 56, 62 Erkus, A., 323 Essential tools for expatriate managers, 447–450 Establish trust, 420, 463 Ethical negotiators, 40 Ethics in negotiation, 77 Etihad Airways, 407 Ethnic groups, 244, 247, 361, 386, 397, 408, 490, 496 Ethnic Indian, 354 Etiquette, 6, 12, 30, 45, 163, 177, 186, 228–231, 233, 245, 256, 257, 280, 341, 396, 423, 431 EU negotiation, 199 Eurasian, 354, 375 551 Eurasian Economic Community (EURASEC), 384 Europe, 30, 48, 79, 129, 141, 143, 159, 161, 190, 199, 207, 220, 221, 224, 225, 285, 288, 310, 311, 329, 334, 338, 349, 397 European counterparts, 349 European Union (EU), 149–151, 161, 171, 172, 189–191, 198–199, 204, 223, 283–285, 300, 310, 329, 331–333, 344, 345 Evaluating alternative, 319 Evaluation and feedback phase, 23 Evolving alliances, 63–64 Expatriate managers as negotiators, 437–452 Expatriates, 225, 364, 403, 405–407, 414, 416, 417, 437–440, 443, 447, 448, 450, 452, 503 Expert negotiators, 334, 425 F Facebook Messenger, 103 Face-saving, 31, 254, 323, 469, 474–476 Face-to-face communication, 93, 94, 96, 102 Factual negotiators, 31 Fair play, 146 Family oriented, 409, 496, 499 Fatalism, 388 Female executives, 176, 178–181 Feminine cultures, 248, 252, 269, 270, 335, 530 Feminine society, 257, 391, 493, 494, 504 Femininity, 247, 248, 254, 270, 286, 314, 335, 392, 410, 412, 444, 460, 491, 529 The final offer, 275, 321, 340 Fisher, R., 25, 37, 46, 73, 75, 109, 160, 210, 443, 461, 465, 476, 529, 534 552 Index Five pillars, 250 Focus on interest, 535 Focus on win-win approach, 474–476, 481 Foreign direct investment (FDI), 151, 152, 171, 330, 333, 359, 468 Foreign negotiation, 424 Formal dress, 293 Formalities, 21, 27, 178, 179, 189, 191, 201–202, 204, 211, 226, 230, 256, 279, 294, 295, 301, 337, 363, 394, 398, 419, 428, 508 Formalization, 59–60 Formal language, 398 Formal meeting, 339, 477 Formal negotiating style, 503 Formal vs informal, 32, 178–179 Form of agreement, 36, 180, 296, 421 Fortitude, 71, 76, 77, 82, 84, 85 Fortune Global list, 289, 385 Fox, C., 319 Franchisees, 57 Francis, Pope, 85 Frank proposal, 302 French counterpart, 189, 190, 195, 196, 199, 202, 203, 205–207, 210, 213–215 culture, 189, 191, 194, 195, 211, 214, 215, 348 negotiator, 190, 204, 207–211 negotiator behavior, 207 Parliament, 192 people, 189, 191, 194, 195, 199, 201–205, 207, 208, 210, 211, 213, 214, 451 style, 203 Friends and family, 83, 194, 314, 317 Future direction, 13–14, 22, 360 Future of cross cultural negotiation, 517–540 G Game of haggling, 79, 80 Gaza Strip, 223 Gazprom, 385 Gender differences, 29, 32, 176, 396 egalitarianism, 120, 288 negotiating styles, 32–33 role in business, 330, 338, 340–341 General business indicators, 197–198 Geographic influences, 330, 338, 342 Geography, x, 110, 141–143, 165, 189–192, 212, 300, 338, 386, 387, 539 German behavior, 288 born academic, 298 management style, 292, 293 nationals, 298 negotiator behavior, 284, 293, 295, 297, 302 negotiators, 126, 284, 293–296, 298, 300, 301 way, 283 Getting to Yes, 109, 534 Getz, C., 91 Ghauri, P. N., 35, 227, 245, 410, 458, 462, 475, 487 Gifts in negotiation, 257–258 Give and take, 20, 45, 81, 302, 461 Glass Wall Effect, 449 Global communication, 11–12 conflicts, cultural systems, xii, xiv, 5, 47, 117–134 diplomacy, 12 dynamics, xii management competencies, 9–10 markets, 343, 349, 430, 462 negotiator, the, xiv, 12, 118, 132–134 stage, viii, ix village, 11, 133  Index  Global Business Culture Guide, 337n2, 342 Global Competitiveness Index, 197, 430 Global Competitiveness Report, 333 Global EDGE, 244 Global Entrepreneurship Monitor (GEM), 252 Globalization and negotiation, 7–8 Global Innovation Index, 288, 385 Glossary of negotiation, 36–37 Goals, 33, 38, 44, 54, 58–61, 64, 71, 133, 155, 156, 178, 195, 208, 222, 246, 268, 269, 314–316, 320, 335, 347, 374, 375, 387, 391, 410, 414, 416–418, 420, 439, 459, 460, 470, 476, 495, 497, 499, 500, 503, 505, 508 God willing, 415 Good negotiators, 10, 26, 27, 85, 429 Good outcome, 78 Google, 112, 223, 224, 521, 523, 524 Government structure, 387 Gross domestic product (GDP), 145, 171, 172, 190, 192, 198, 224, 244, 271, 285, 311, 312, 333, 384, 387, 405, 510 Group oriented, 41, 184, 314, 316, 501 Guanxi, 255, 346, 348, 446, 462–463, 470–473, 476, 478, 479, 481 Guarantees, 4, 46, 340, 360 Guardian, 244 Gulf Coast, 243 Gulf Cooperation Council (GCC), 171, 406, 424, 430 H Hall, Edward, xv, 119, 130, 141, 146–149, 170, 172–174, 189, 193–196, 226, 227, 292, 301, 334, 356, 410, 413, 444, 446, 460, 463, 464, 471, 472 Hall’s Notion of Context, 119, 120, 174 Hampden-Turner, C., 147, 153, 205, 322, 356 553 Handmade hats, 77–79 Handshake, 165, 178, 202, 230, 398 Hao bai, 368 Haredi, 232 Hedonism, 120, 126, 247 Heritage Foundation, 150, 197, 290 Hierarchical, 122, 170, 173, 180, 192, 193, 199, 242, 248, 252, 254, 256, 275, 276, 312, 332, 335, 336, 339, 343, 392, 412, 422, 443, 451, 464, 473, 492, 498 Hierarchical roles, 256 High aspiration, 497, 499, 505 High-context behavior, 414 High context communication, 119, 120, 174, 256, 460, 464 High-context culture, 119, 121, 148, 149, 174, 195, 196, 297, 391, 395, 413, 421, 444, 445 High-tech sector, 220, 231, 232 Himalayas, 267, 489, 509 Historical perspectives, xv, 142–143, 170–172, 190–192 History, viii, ix, 6, 35, 122, 125, 141, 144–145, 148, 152, 156, 173, 178, 179, 189, 191–192, 212, 221–225, 229, 242, 245, 246, 249, 257, 258, 270, 280, 284, 302, 310, 329, 330, 338, 354, 356, 359, 376, 386, 390, 394, 396, 397, 403–409, 412, 419, 424, 430, 442, 470, 489, 490, 505, 510, 521, 537, 538 History of Singapore, 357–360 Hofstede, G. J., xv, 6, 31, 119–121, 127, 130, 141, 146–148, 159, 165, 170, 172, 173, 189, 193–196, 210, 213, 241, 245, 247–249, 251–256, 268, 270, 284, 286–288, 312, 313, 316, 330, 334–337, 348, 355, 356, 360, 361, 389–392, 397, 404, 409–413, 429, 442, 444, 446, 459, 460, 464, 488, 491, 510, 529, 536–539 554 Index Hofstede Insights, 146, 172, 193–195, 355, 361, 459, 460, 530 Hofstede model, 155 Holistic approach, 226, 277 Honest broker, 364, 365 Honor the agreement, 340 Human history, 20, 537, 538 Human mentality, 488 Hybrid mind-set, 496 Hyperstar, 258 I Iberdrola, 345–346, 348 Iberia Peninsula, 331, 339 IBM, 121, 225, 360, 406, 411, 491 IB negotiations, 225–228, 231 ICT-based negotiation, xiii, xiv, 9, 42, 43, 111 Ideology, 236, 278, 358, 359, 487, 488 Immigration, 5, 199, 220, 221, 224, 225, 285, 299, 301, 406–409 The impact of culture on negotiation, 404, 416–423 Imperial identity, 396 Implementation phase, 23 Importance of face, 475 Importance of negotiation, ix, xii, 13, 19–48, 54, 58, 438 The importance of understanding cultures, 468, 488 Important things to know, 338, 341 Incomplete contracts, 53, 60 Increased attribution errors, 98 Increased contentiousness, 96 Indian culture, 246, 354, 489, 491, 494, 506 Indian negotiator, 496–500 Indian neighbor, 277 Indian Ocean, 190, 489 Indigenous, 170, 221, 331, 354, 397, 462, 490 Indirect communication, 121, 155, 179, 203, 298, 316, 419, 479, 502, 504, 509, 510 Indirect messages, 464, 510 Indirectness, 509 Inditex, 342–343 Individual interior perspective, 371 Individualism, xiii, 121, 147, 155, 172, 193–194, 251, 269, 286, 287, 314, 336, 343, 348, 390, 410–412, 445, 446, 458–460, 491–493, 497, 530 Individual motivation, 6, 495 Individual negotiating styles, 30, 31 Individual negotiators, 22, 519 Inductive process, 421 Indulgence, 148, 172, 195, 247, 249, 332, 335, 337, 361, 391, 413, 491 Indus civilization, 267, 268 Industry 4.0, 360, 376 Industry actors, viii, Information, xiv, 5, 8–10, 22, 26, 28, 32, 35, 39–41, 44, 61, 83, 87, 119, 133, 142, 149, 158, 169, 174, 176, 190, 197, 206, 220, 227, 229, 230, 245, 246, 249, 272, 274, 275, 286, 292, 293, 297, 313, 319, 322, 330, 340, 360, 370, 372, 375–376, 391, 394, 396, 404, 422, 450, 459, 464, 478, 498–499, 502, 506, 521, 522, 524, 531, 535, 539 about Mexico, 185 sharing, 9, 23, 37, 97, 121, 274 technology, 171, 332, 342, 388, 406, 518 Information and communications technology (ICTs), xii, xiv, 8, 9, 42–43, 91, 92, 94, 95, 97, 101, 107–108, 110–113, 539 Initial contacts, 330, 337, 339, 342, 424  Index  INSEAD, 288, 385 Instagram Direct, 103 Institutional trust, 532 Instrumental smokescreen, 526–528 Integrated negotiation, 88 Interactional change, 524–526 Interactivity, 94–96, 104 Intercultural alliances, 58 Intercultural communication, ix, xi Intercultural differences, 295 Intercultural negotiation, 12, 110, 132–134, 296 Intercultural research, 119, 121 Interest-based negotiation, 14, 71, 74–76, 81, 132 Interest conflicts, 31, 246 Interface managers, xiii, 64, 66 International education, 133 International level, 5, 24, 364 International Monetary Fund (IMF), 244, 457 International negotiation, xi, 6, 7, 13, 14, 24–25, 40, 113, 180, 241, 243, 245, 316, 334, 348, 423, 428, 480, 487, 510 International relations, xi, Internet-based negotiation, 21, 297 Interpersonal level, 24 Interpersonal relationships, 24, 41, 255, 391, 398, 423, 472, 488 Intrapersonal level, 24 Intuitive negotiators, 31 Iran, viii, xv, 47, 219–222, 241–259, 408 Iranian business etiquettes, 256 culture, 242, 243, 247–249, 254–259 managers, 242, 250, 253–259 nuclear deal, organization, 242, 251–252, 254 Islam, N., 269 Islamic culture, 268, 320 Islamic teachings, 413 555 Islamic traditions, 427 Island mentality, 161 Israeli approach, 127, 540 Istanbul Policy Centre (IPC), 324, 325 J Japan, 129, 195, 292, 295, 297, 359, 370, 384, 405, 410, 444, 498 Japanese managers, 297 Jeitinho brasileiro, 450, 452 Jerusalem, 84, 221 The Jerusalem Post, 225, 231 Jipe, 78–79 Joint change planning, 518 Joint Comprehensive Plan of Action (JCPOA), 243, 244, 255 Joint venture (JV), 7, 54, 56, 61, 62, 65, 447–449, 475, 487 Judge like Solomon, 183, 186 Judgmental, 502, 509 Justice, 71, 76, 77, 82, 83, 85, 250, 295, 324 K Karami, M., 242, 247, 250, 253, 259 Karma, 489, 495 Katz, L., 41, 133, 134, 230, 231, 274, 279, 293, 317, 320, 330, 334, 337, 337n2, 338, 341, 342, 348, 396, 497, 498 Keep It Simple, Stupid (KISS), 148 Keiretsus, 58 Kilmann, R., 24, 28, 154, 202 Knowledge-based society, 413 Kosher, 230 L La belle France, 189, 203 Lack of commitment, 278 La Coruña, 342 556 Index Language, 11, 19, 31, 43, 45, 100, 105, 111, 112, 117, 133, 152–154, 164, 178, 179, 184, 201, 203–204, 207, 208, 212, 213, 229, 230, 232, 242, 245, 259, 277, 279, 292, 298, 299, 301, 310, 316, 318, 330, 331, 337, 339, 347, 349, 354, 356, 358, 362, 363, 368, 371–375, 386, 391, 394, 396–398, 412, 438, 447, 449, 460, 463, 464, 471, 472, 488, 490, 496, 540 Language of negotiation, 19, 45 Latin America, 13, 129, 170, 171, 178, 225, 329, 331, 332, 344, 346, 349 Law of Accelerating Returns, 538 Legal systems, 59, 60, 66, 117, 245, 292, 332, 347, 487 Levels of negotiation, 24–25 Lewicki, R. J., 24, 36, 61, 73, 75, 301, 464, 465, 531 Li, Q., 472 Liberalization of the property market, 405 Linear-active, 227, 294, 295 Linguistic, 248, 330, 349, 362, 363, 365, 443 Litigation, 4, 5, 33–35, 292 Local culture, 268, 330, 416, 439, 510 Logic, 85, 95, 177, 200, 203–206, 363, 369, 462 Long-term commitment, 340, 412, 426, 492 Long-term orientation, 63, 65, 123, 148, 172, 195, 270, 335–337, 391, 413, 495–496 Looking ahead, 105, 430–431, 518, 539–540 Losing face, 111, 183, 186, 295, 395, 419, 421, 474, 480 Low-context culture, xv, 119–121, 148–149, 174, 195–196, 297, 413, 444, 446, 464 Low trust culture, 255 Loyalty, 122, 128, 173, 269, 314, 316, 392, 412, 415, 417, 426, 427, 492, 493, 496, 499, 502 Loyalty-related offense, 412 M Ma, Z., 323, 458, 462–464, 470, 473, 476 Macro level, 118, 361 Mainland France, 190 Malayan, 354 Malayan Peninsula, 354 Malay culture, 354 Male and female negotiators, 29, 33 Male executives, 176 Male values, 335 Management scholars, 118, 130 Managerial employees, 323 Managerial implications, 243, 259 Mandarin, 203, 347, 354, 472, 479 Manners, viii, 20, 23, 64, 96, 131, 152, 161, 186, 211, 233, 302, 341, 354, 368, 369, 375, 396, 407, 418, 426, 445, 449, 450, 471, 498, 527 Masculine countries, 493, 494 Masculinity, 147, 155, 172, 176, 194, 269–270, 286, 314, 335, 336, 361, 390, 410, 412, 444, 460, 491, 493–494, 530 Massive Open Online Courses (MOOC), 535, 540 Mastery of negotiation, ix Meaning-making, 356, 361, 362, 365–367, 371, 373–375, 444 Media choice, 92, 107, 108, 110–111 effects, 92–94, 96, 100, 107, 113, 527 richness, 93–94, 103–105 Media Richness Theory, xiii Media Synchronicity Theory, xiv, 108  Index  Mediator, 34, 35, 183, 339, 364, 365 Memorandum of understanding, 321, 340 Mental psyche, 359 Meta-analysis, 323 Methods of communication, 159, 419 Mexican business, 170, 174, 181–183, 186 business environment, 170, 174 industries, 171 negotiators, 170, 182, 184–185 preferences, 176–177 style of negotiation, 177, 185 styles, 177, 185 Mexico City, 179, 186 Meyer, E., 158, 195, 199, 205, 206, 209, 211, 293, 294, 423, 431, 445 Mianzi, 463, 472, 473, 475 Middle East, viii, 129, 219, 222, 243, 247, 250, 258, 300, 310, 373, 404, 406–408, 411, 413, 417–420, 422, 427 Middle East and North Africa (MENA), 244 Middle Eastern business culture, 431 Middle Eastern negotiation, 422 Migrant groups, 490 Mild diplomatic, 344 Mistakes in negotiation, 43–44 Modern firm, ix, 251, 437 Modern society, 232, 247 Monochronic cultures, 177, 257, 319, 495 Moran, R. T., 6, 30, 32, 35, 41, 226, 230, 442, 443 MTN, 258 Muhammad, 320 Multi-country studies, 286 Multicultural country, 185 Multilateral, viii, 5, 39, 48, 366 Multilayered phenomenon, 130 Multinational analysis, xv 557 Multinational business enterprises (MBEs), 364 Multinational enterprises (MNEs), 408 Multinational firms, 223 Multiparty alliances, 57–58 Multiparty multinational level, 25 Multiple similar simultaneous offers (MESO), 47 Multitasking, 98, 523, 531 Muslim culture, 268 Mutually beneficial, 21, 100, 117, 241, 348 Mutual understanding, 245, 255, 390, 398 N National cultural analysis, xv, 146–148, 193–196, 286–288, 389–392, 459–461 National indicators, xv, 142–143, 145, 170–172, 190–192 Nationalism, 207–208, 250, 497, 519 Nationalities, x, 27, 30, 133, 142, 143, 166, 190–191, 198, 214, 225, 227, 231, 292, 296, 297, 341, 397, 405, 406, 415, 416, 419, 422, 428, 443, 490, 497 National negotiating styles, xv, 31–32, 154–158, 202–207, 365–370, 420 Neale, M. A., 13, 461 Negotiated agreements, 8, 23, 25 Negotiate internationally, 9, 12 Negotiating conflicts, 25 Negotiating environment in Dubai, 414–416 Negotiating factors, 416 Negotiating in Iran, 259 Negotiating myths, 26–27 558 Index Negotiating styles, xiv, 6, 10, 29–33, 142, 154–155, 170, 174, 176–179, 181–182, 184, 185, 190, 202–203, 219, 222, 225, 232, 272–277, 292–298, 341, 348, 353, 356, 367, 376, 404, 410, 438, 461–465, 477, 488, 489, 496, 497, 500, 503, 510, 530 Negotiating team, 22, 422 Negotiating via email, 42, 95–103, 106 Negotiating via text messaging, 103 Negotiating via videoconferencing, 92, 526, 527 Negotiating with South Asian, 277, 510 Negotiation across cultures, xii, xiv–xvi, 19, 45, 172 approaches, xii, 29, 32, 39, 41, 44, 74, 246, 462, 464–465 attitude, 63, 294 behavior, 7, 41, 58, 132, 169, 245, 284, 293–297, 302, 476 categories, 73–76, 337–340 and diplomacy, 4, 12 dynamics, x, 295 guidelines, 30, 37, 44–45 intelligence, xii, 3–14 phase, 22 process, vii, viii, xiii, xiv, 4, 22, 23, 25, 28, 30, 38, 39, 45, 46, 54, 57, 61, 66, 75, 79, 83, 86, 92, 97, 99, 101, 103, 108, 109, 119, 123, 127, 129, 132–134, 174, 186, 241, 245, 246, 255, 256, 278, 310, 319, 330, 334, 337, 341, 344, 347, 348, 374–377, 398, 414, 416, 418, 421, 427, 428, 443, 445, 461–463, 472, 477, 480, 481, 498, 500–504, 506, 508, 509, 531, 535 semogenesis system, 356, 374–376 stages, 279 strategies, 25, 28–29, 47, 79, 131, 133, 134, 294, 310, 319, 366, 376, 429, 430, 500 table, 23, 25, 27, 37, 46, 92, 113, 132, 155, 279, 296, 315, 377, 406, 415, 416, 422, 429, 473, 479 tactics, 36, 40, 242, 320, 458, 475, 476, 481, 501 techniques, 25, 36–37, 155, 203–207, 229, 331 theory, vii, xiii, 142, 190, 437, 440 Negotiation Support Systems (NSS), 92, 108–109, 112–113 Negotiators, viii, 5, 22, 63, 75, 92, 118, 142, 170, 228, 242, 270, 291, 310, 330, 359, 404, 437–452, 461, 488, 518 change, 526–535 mind-set, 13, 25, 174, 366, 376, 497, 500, 526 Negotiators-in-formation, 528 Neo, B. S., 354 Networking, 3, 10, 208–209, 215, 245, 253, 259, 346 Neuroplasticity, 522–524, 528 Non-Arabs, 411, 414, 417 Non-confrontational, 340, 395, 424 Nonverbal clues, 339 Nonverbal communication, 12, 184, 227, 257, 337, 347, 414, 419 No possible acceptance area (NOPA), 46 Normative cultural dimensions, 363 Normative negotiators, 31, 377 North American Free Trade Agreements (NAFTA), viii, 3, 25, 48, 171, 172 North Asia, 386 North Atlantic Treaty Organization (NATO), 285, 310 Nutrexpa in China, 346–347  Index  O Obama, Barack (President), 85 Oil discovery, 405 One Belt One Road, 272 Optimization, 109, 177 Organisation for Economic Cooperation and Development (OECD), 194, 195, 211, 220, 311, 312, 333, 532 Organizational conflict management, 322 Organizational culture, 31, 82, 179, 243, 251–252, 363, 412 Organizational style, 492 Ottoman Empire, 221, 222 Outcome in negotiation, 107, 129, 220, 476 Overseas assignments, 437–439, 452 P Pace of negotiation, 230, 275, 337 Pakistani approach, 269, 270, 276, 277, 280 manager, 274, 279 negotiator, 274–280 society, 269, 270, 274 Partners’ opportunism, xiii, 60–61 Patriarchal Russian cultures, 396 Patriotism, 278, 389, 497 People’s Action Party (PAP), 359 Perseverance, 122, 173, 270, 347, 388 Personal feelings, 39, 340, 349 Personal interests, 123, 132, 229, 335 Personal relationships, 40, 204, 227, 242, 255, 259, 270, 279, 316, 338, 340, 388, 395, 396, 398, 417, 425, 471, 501 Personal space, 165, 227, 230 Personal style, 178–179, 345, 416, 418 Personal traits, 179, 298 Persuading, 38, 84, 158, 165, 206–207, 213, 445 Persuasion in negotiation, 38–39 559 Persuasive endeavor, 518 Phases in negotiation, 21–23, 64, 275 Phoenician route, 78–81 Phoenicians, 72, 73, 81, 87, 182–183, 186, 331 Physical change, 522–524 Physical contact, 227, 230, 339 PISA, 285 Planned negotiation strategy, 500 Planning, 10, 23, 58, 62–64, 66, 125, 128, 129, 132, 156, 158, 159, 166, 227, 253, 278, 298, 332, 337, 340, 347, 349, 391, 392, 438, 450, 452, 480, 495, 500 Planning phase, 22 Plural intersubjective, 371–373 Pluralistic thinking, 360 Policymakers, viii, 272 Politeness, 141, 152, 154, 155, 161, 257, 339, 377 Political system, 141, 144–145, 189, 191–192, 253, 289, 386, 387 Politics and personal life, 291–292 Polychronic, 111, 177, 226, 245, 257, 280, 319, 420, 495, 498, 504, 510 Polychronic attitude, 501 Porter, M. E (1990), 13 Positional negotiation, 37, 71, 74, 87 Post-formation process, 55 Post negotiation, 279 Power, 11, 19, 28, 55, 77, 120, 181, 192, 226, 243, 268, 295, 309, 331, 357, 384, 414, 444, 464, 491 distance, 120–122, 128, 129, 146–148, 172, 173, 193, 242, 247, 248, 252, 254, 256, 268–269, 274, 275, 277, 286, 287, 312–313, 335, 336, 361, 389, 390, 392, 398, 410, 412, 413, 422, 444–448, 459, 460, 464, 491–492, 504 inequalities, 268 in negotiation, 28, 83, 256 560 Index Practical approach, 276 Pragmatic approach, 391, 495 Pre-formation process, 55 Pre-negotiation phase, 22 Principles of negotiation, 37 Problem-solving approach, 324 Productive meeting, 317 Productive negotiation, 473 Profile of negotiator, 43, 334 Pro forma, 340 Prolonged negotiation, 277, 498, 504 ProMexico, 171, 185 Property rights, 150, 197, 385 Propinquity, 255 Protocols, 6, 9, 11, 19, 27, 32, 34, 45, 118, 129, 133, 177, 186, 230–231, 301, 302, 340, 341, 392, 394, 422 Prudence, 71, 76, 77, 82–83, 85 Psychological change, 522–524 Psychological division, 338 Punctuality, 126, 159, 178, 179, 209, 226, 230, 280, 291, 293, 299, 300, 317, 393, 495, 498, 503, 504 Punishments, 250, 398 Putin, Vladimir, 387 Q Al Qassemi, S., 408 Qualitative research, 465 Questionnaire, 119, 121, 169, 323 R Rationalism, 207–208 Reciprocal obligation, 340, 463 Refkin, K., 395 Regional head offices, 363 Regional negotiating styles, 30–31 Regulatory framework, 487 Relational governance, 54 Relationship management, 64 Relationship orientation, 58, 226, 228, 275, 276, 279, 497, 499, 502, 508 Religion, 31, 73, 144, 178, 189, 191, 225, 230, 232, 236, 247, 249, 250, 258, 300, 315, 359, 386, 387, 397, 409, 411, 413, 418, 490 Religious sensitivity, 278 Renegotiation, 25, 44 Repsol, 343–345 Research and Development (R&D), 220, 224, 225, 311 Research participants, 465–467 Reservation Price, 46 Resistory, 521 Respect, 25, 41, 45, 61, 63, 73, 77, 79, 80, 125, 127, 134, 152, 160, 184, 196, 199, 212, 214, 226, 229, 230, 246–249, 254, 255, 257, 258, 268, 276, 286, 288, 314, 317, 318, 324, 330, 337–339, 348, 349, 389, 392, 394, 396, 413, 415, 418, 419, 426, 427, 429, 451, 459, 468, 469, 472, 473, 475, 476, 479, 481, 500, 503, 504, 508, 510 Restraint, 130, 155, 203, 249, 391, 411 Risk averse, 61, 194, 210, 276, 296, 340, 422, 501, 505, 508 Risk seeking, 252 Risk-taking, 129, 181, 233, 286, 315, 336, 416, 422, 505 Rivers, C., 458, 462, 470 Rule following, 367 Rules and procedures, 128, 392, 394 Russian, 396 business norms, 392 counterpart, 398 cultural system, 386–389 employees, 392 language, 394, 397  Index  national cultural traits, 391 negotiation process, 396 negotiators, 395–396 negotiator values, 395–396 personality, 388–389 woman, 385, 396 Russian Federation, 397 Russian Orthodox, 387, 390 S Sabra, 220–221, 225–231, 233 Sabra mentality, 225–228, 231 Salacuse, J. W., 10, 62, 170, 177–181, 295, 296, 315, 316, 410, 416, 418–421, 503 Sales bargaining, 63 Sales negotiations simulation, 296 Saunders, D. M., 61, 464 Schedules, 66, 125, 159, 175, 179, 227, 288, 293, 295, 299, 391, 393, 420, 478, 495, 498, 503, 505 Self-analysis, 22 Self-esteem, 6, 41, 250 Self-image, 301, 316, 492 Semogenesis, 356, 361, 362, 371, 372, 374–376 Sen and Siz, 318 Sequential-Synchronic Time, 120, 125, 175 Settlement price, 47 7D Model, 172, 173 Shalom Schwartz´s Theory of Basic Human Values, 120, 126–127 Shell, 205, 208, 211 Shirky, C., 522 Shoah, 220, 285 Short-term negotiation, 75 Short-term orientation, 37, 123, 173, 248, 249, 252, 256, 270, 314–315, 335, 348, 411 Sia, S. K., 354 Singapore, 172, 288, 353–377 561 Singaporean approach, 359 context, 353, 359, 367, 369, 370, 375–377 negotiating styles, 353, 356, 367, 376 negotiator, 359, 370, 376 way, 359–360 Singapore indexes, 361 6D model, 121, 123, 146, 172, 193 Sky Team, 57 Slow deliberations, 420 Small, G., 522, 523, 525 Snowball method, 465 Social context, 206, 241 Social interactions, 176, 228, 254, 472, 475, 523, 525 Social semiotic, 356, 361–363, 367 Social structures, 170 Social values, 39, 254, 310 Sociocentric, 254 Socio-cultural aspects, 32, 40–41 Sociomorphic, 363 Sony Ericsson, 56, 65 South Asian countries, 294, 489, 501 managers, 487–510 mind-set, 294, 488 Spain, 60, 77–79, 159, 169, 195, 212, 285, 329–349 Spain Economic indicator, 333 Spanish, 229, 330, 332–334, 336–339, 341–349 companies, 343, 344, 346 identity, 330 negotiator, 330, 334, 338, 341–342, 346, 347, 349 Sri Lankan culture, 490 Sri Lankan negotiator, 502–505, 507 Stakeholders, 3, 8, 11–13, 76, 317, 354, 375 Stakeholders diversity, Standardization, 59–60 Star Alliance, 57 562 Index Starbucks, 65 State of Campeche, 78 State-owned enterprises (SOEs), 253 Stereotypes, 86, 166, 170, 184–186, 214, 292, 295, 297, 298, 300–302, 337, 423, 428, 502 Strategic alliances, xiii, 3, 8, 53–66, 487 Strategic negotiators, 470 Street smarts, 276, 280 Strengths of French negotiators, 207–209 Strengths of negotiator, 488 Stripp, W. G., 6, 30–32, 35, 41 Subcultures, xv, 163–165, 212–213, 225, 231, 232, 247, 284, 299–300, 324, 336, 397, 490, 538 Subordinates, 251, 252, 254, 256, 269, 291, 317, 320, 323, 335, 336, 339, 340, 390, 392, 412, 469, 474, 491, 492, 498 Successful expatriates, 437–439, 452 Supply relationships, 58 Svyasi, 395 Symbols, 118, 191, 390, 411 Symmetry of power, 182, 186 Synergistic agreements, 117 System of system perspectives, 372, 375 T Ta’arof, 257 Tabak, A., 323 Task oriented, 58, 94, 226 Team organization, 180–181, 416, 422 Team-oriented negotiation, 503 Technology, xiii, 8–9, 13, 14, 39, 42–43, 59, 64, 91–113, 150, 165, 171, 178, 223, 224, 251, 271, 314, 331, 332, 342, 343, 349, 386, 388, 405, 406, 411, 429–431, 442, 452, 480, 491, 518–521, 523, 524, 526–530, 533, 535, 537–539 Technology-driven change, 521 Tel Aviv, 225 Tenacity, 208, 343, 346, 348 Teng, B.-S., 63, 64 Terminology in negotiation, 45–47 Texting, ix, x, 62, 92, 93, 95, 96, 103–107, 112, 356, 365–370, 523, 528 Third party, 34, 35, 55, 62, 293, 317, 323, 339, 395, 473, 507 Thomas, K. W., 24, 28 Thomas-Kilmann Conflict Mode Instrument (TKI), 154, 155, 202, 203 Tightness-looseness, 119, 120, 129 Time, 28, 36, 47, 120, 125, 126, 158–160, 175, 179, 209–210, 230, 256, 331–332, 374, 416, 420–421, 423, 495 consuming, 25, 34, 35, 59, 396, 506 management, 57, 158, 160, 166, 209–210, 215, 391, 392 sensitivity, 179, 296, 315, 416, 420–421, 504 Times Higher Education (2017), 284 Tolerant and patient, 510 Top-down, 180, 296, 312, 315, 421 Tough negotiation, 427 Toulouse, 198, 205, 210 Toyota, 58 Tradeable, 77, 80, 81 Traditional caste system, 491 Transatlantic Trade and Investment Partnership (TTIP), viii, Transcendental negotiation, xii, xiii, 71–88 Transcendent approach, 71, 76, 85–87 Transgenerational negotiations, 71, 76, 77, 81 Trans-Pacific Partnership (TPP), viii, Transparency international, 290 Trompenaars, F., 41, 118–120, 123, 147, 153, 170, 173, 175, 205, 322, 356  Index  Trust, 9, 32, 36, 38, 41, 55, 58, 60, 61, 82, 97, 101, 106, 121, 184, 196, 208, 211, 227, 230, 242, 246, 251, 255, 259, 279, 294, 298, 310, 314–317, 320, 366, 367, 391, 393, 395, 396, 413, 417–420, 422–424, 426, 427, 431, 438, 450, 451, 463, 477, 479, 481, 501, 506, 508, 520, 530–535 Trust and guanxi, 462–463, 470–471, 479 Trustworthiness, 299, 418 Tsofen, 232 Turkish, 315 business, 312–314, 317, 319, 321, 323, 325 businesspeople, 310, 316, 317, 319 counterpart, 42, 314, 317–322 negotiator, 319, 320 society, 315, 324 Turkish Family Business Association (TAIDER), 316 Types of negotiation, 37, 78, 519 Types of strategic alliances, 55–58 Typologies, 130 U UAE Vision 2021, 413 UIL, 345 Ultra-Orthodox, 232, 538 Unemployment, 5, 150, 197–199, 289, 332, 333 UNESCO, 6, 41, 190 Unfocused negotiation, 501 Union of Soviet Socialist Republics (USSR), 219, 386, 387 United Arab Emirates (UAE), 403–415, 430 United Nations Organization (UNO), 25 United States Institution of Peace (USIP), 254, 256 563 Universal approach to negotiation, 416 Universalism, 120, 359–360 Universalism-Particularism, 120, 124, 175 Unstructured negotiation, 278 Urban civilization, 267 Ury, W., 25, 37, 75, 109, 160, 210, 443, 461, 529 USA, 32, 58, 60, 62, 65, 150, 197, 207, 220, 277, 284, 288, 290, 292, 294, 295, 315, 319, 333, 388 Usunier, J.-C., 487 V Valderrey, F. J., 345 Values chain, xiii, 53, 55–56, 458 divergence, 19 in negotiation, 123 of sincerity, 507 Verbal communication, 259, 337 Video, 95, 100, 102, 103, 325, 356, 522, 523, 529 Videogames, 529, 530 Vogel, G., 525 Voices on Negotiating in Dubai, 423–427 Volkema, R., 458, 462, 470 W Wage differentials, 492 Walk away price, 74 Webcam positioning, 102 WeChat, 103 Wei, X., 472 Welfare society, 331 Western societies, 360, 413, 446, 495 WhatsApp, 103 What to negotiate?, 21 When in Rome as the Romans do, 428 When to negotiate?, 21 564 Index Where negotiate?, 21 Who negotiate?, 4, 21, 132, 134, 366, 458 Why negotiate?, 21 Wikipedia, 521, 522, 535 Wind of change, 517–540 Win-lose, 73, 83, 229, 295, 315, 366, 417, 418, 464, 465, 502, 503 Win-win outcomes, 27, 35, 37, 39, 309, 324, 481 Women in negotiation, 257 Wooliscroft, B., 242 WordPress, 294 Workman, D., 198, 225 Work-related behavior, 129–131 Workshops, 26, 78, 224, 478 World Bank, 145, 185, 192, 243, 244, 285, 290, 312, 333, 364, 385, 387 World Economic Forum, 159, 194, 197, 203, 288, 333, 384, 385, 430 The World in 2050, 311 World Justice Project (2016), 292 World Trade Organization (WTO), viii, 25, 34, 384 World Values Survey (WVS), 287, 533, 536 World Values Survey Project, 284 World War I, 221 World War II, 4, 224, 284, 289, 358–359 Written agreements, 293, 349, 421, 427 Written communication, 149, 196, 415 X Xi Jinping (President), 372 Y Yahoo, 523 Young CEO, 505 Z Zara, 342, 343 Zarooq Motors, 406 Zero-sum, 25, 46, 75, 174, 178 Zone of Possible Agreement (ZOPA), 46, 74 .. .The Palgrave Handbook of Cross-Cultural Business Negotiation Mohammad Ayub Khan  •  Noam Ebner Editors The Palgrave Handbook of Cross-Cultural Business Negotiation Editors... applying all of these foundational issues in cross-cultural settings  hapter 2: Understanding the Scope and Importance C of Negotiation The discussion of the role and importance of negotiation. .. the role of Director of the Marketing & International Business Department; Director of the International Business Department, Director of the University Honors Program; National Coordinator of