本文是一篇商務(wù)談判論文，為了改善尼日利亞和中國(guó)之間的國(guó)際商業(yè)談判中的信任建立，該研究建議談判者應(yīng)努力了解文化差異，并在商業(yè)談判中建立信任和可靠性。建立信任的方法包括確保商業(yè)伙伴之間的可靠性，在商業(yè)談判中保證保障，并建立信任和同理心。
1  INTRODUCTION
1.1  BACKGROUND TO THE STUDY

商務(wù)談判論文怎么寫

The global economy rests on bedrock of negotiation, with global deal-making hitting an all-time peak of $4.2 trillion in 2013 (Peleckis, 2013). Deals made internationally span not only political boundaries but also cultural boundaries. Culture has a significant impact on how individuals think, interact, and act. Additionally, it influences the nature of their transactions and how they negotiate. Business leaders with different cultural backgrounds, may face some challenges in business negotiation due to lack of understanding of the other party’s culture as a result of cultural differences. These challenges if not understood and addressed will lead to failure in business negotiations, especially in cross-cultural settings. It is impossible for any negotiator, no matter how competent and experienced; to fully comprehend every culture they may come across due to the immense diversity of the world's cultures. Culture is a key structure of negotiation. It influences who the active negotiators are, their behaviour, their strategies, and ultimately the very negotiation process itself. Even the outcomes may be affected directly by cultural factors in international context like that between Nigeria and China.  
According to (Nigeria Export-Import Bank, NEXIM, 2018), today, the frequency of business deals and business negotiations between Nigerian and Chinese businesses is higher than any time ever before, due to increasing bilateral relations between the two economies. However, Contrary to the intra-cultural context, business negotiations involving different cultural settings are more complex and difficult, and require trust and adequate understanding of the influence of cultural differences. The nature of negotiations in international business is frequently dynamic and unique, necessitating the acquisition of necessary skills for effective negotiation. Various misunderstandings can still arise in negotiations between negotiators from the same culture, but when dealing with international business negotiations involving different cultures, it's important to understand the fundamental reasons why the negotiating parties are incompatible and how these culturally distinct points of view can breed mistrust and distrust.
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1.2  SIGNIFICANCE OF THE RESEARCH
The study is significant in a number of ways as follows: 
Academically, the study is of relevance to the academia as it will provide valuable information to other researchers working on trust, culture and international business negotiations, especially as it concerns Nigeria and China, and also contribute the existing literature and body of knowledge in international business negotiations. The study will also serve as a source of empirical information to other researchers and authors who will be working on cultural differences and its effects on business negotiation trust. The study will also bring an understanding to the academic environment, the crucial relationship between cultural values and success or otherwise of business negotiations in the international arena.  Furthermore, Culture is essential in international business because it influences how multinational and cross-cultural teams interact and collaborate. It dictates the business world's values, etiquette, thinking patterns, decision-making, practices, and processes; therefore, understanding international cultural differences in business is integral to success abroad .
The practical significance of this study is vested in the fact that it has been widely accepted that cultural differences greatly affect human thinking and behaviour and thus business organizations in which people interact on the basis of shared values. Therefore cultural difference is likely to affect trust in business negotiations between Nigeria and China; hence to ensure trust, mutual understanding and business negotiations that are beneficial to both countries in the short and long-run, and in-depth understanding of trust and cultural differences is necessary. Cross-cultural differences in negotiation can be particularly challenging. When people from different cultures negotiate, they often feel uncertain about how to act and confused by one anther's statements and behavior. The potential for misunderstandings and conflict is often high as a result. Thus, the findings and recommendations of the study will improve the Practically, the findings and recommendations of the study if properly implemented will improve trust and the chances of success in international business negotiations between Nigeria and Chinese firms. The findings and recommendations of the study will also be beneficial to international business negotiators outside Nigeria and China. 
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2  LITERATURE REVIEW
2.1  Trust in Business Negotiation
Globalization has altered international interactions, which has an effect on the social, political, and economic spheres. This has resulted in a change in attitude toward removing obstacles to international trade and investment from within organizations, between economic players engaged in business relationships, and between governments. In this more integrated and worldwide economy, negotiation techniques have altered over time and have gained importance in the political, social, economic, and particularly business spheres (López-Fresno, Miranda, and Savolainen, 2017). In this context, trust has emerged as a key intangible and intellectual connection resource both within and across businesses. In negotiations, it is essential and is formed and sustained by human connections.
In order to reach an agreement based on varied demands and tactics, negotiation is a process of communication between two or more parties with the goal of advancing shared interests and reducing conflicts (Llamazares, 2011, p.7). The parties get into a negotiation because they both acknowledge that they are counting on the other to create something that will improve their current situation and provide them the chance to negotiate successfully (Lewicki and Polin, 2013). Explicit proposals are given when competing interests are present in order to reach agreement on an exchange or the realization of a shared interest (Iklé, 1964). It is predicated on the idea that there are appropriate phases, steps, actions, and strategies that may be recognized and applied to enhance the conduct of negotiations and boost success rates. Moreover, it is a process that combines conflicting values into a chosen course of action (Zartman and Berman, 1982). The aim of a negotiation is to reach an agreement through proposals and counter-proposals. Integrative negotiations place a focus on the requirement that the agreement be fair and advantageous to both parties, in a way that both are satisfied since the objectives had been achieved. They also promote a culture of trust that makes it easier to form new partnerships. 
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2.2  Impact of Cultural Differences on Trust in Business Negotiations
This culture is now gaining more attention by easing the level of trust that parties enter into the negotiation process. Culture is very important in building trust between organizations. Increased bargaining activity due to globalization and interconnection has stimulated research on cultural influences on trust in collaborative work. Researchers have generally found that trust between organizations varies in quality and quantity across cultures (Fulmer and Gelfand, 2012). For example, Westerners are more likely to assume that others are trustworthy, whereas other cultures (such as East and South Asians) may be less trusting at first (Lewicki and Polin, 2013), You may be skeptical.  
Of course, lack of trust and cultural differences prevent local and transnational networks from working together effectively (Fang, 2011). When parties trust each other, information sharing during negotiations is more likely to be open, fluid, timely, and with the right amount of information. The basis of any interaction is that a potential concession must be made within a certain time frame in order to receive the concession in return. Language is an important cultural factor that influences whether the negotiation process leads to trust or distrust. In addition to comprehension issues, other circumstances influence the outcome of negotiations and can have social consequences if the parties do not speak a common language. In many cultures, knowing another language symbolizes ready acceptance and understanding, which creates trust. However, using a language or dialect associated with a particular region or socioeconomic class can have the opposite effect (Llamazares and Nieto, 2017). 
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3 RESEARCH METHODOLOGY ................................. 17
3.1 RESEARCH DESIGN (DESCRIPTIVE SURVEY) ....................... 17
3.1.1 Population and Sample ........................................ 17
3.1.2 Sampling Techniques .................................. 17 
4 EMPIRICAL ANALYSIS ON BUSINESS NEGOTIATION TRUST BETWEEN NIGERIA AND CHINESE FIRMS .................. 23
4.1 QUANTITATIVE ANALYSIS .......................... 23
4.1.1 Demographic Information ................................... 23
4.1.2 Analysis of Research Questions ........................ 25
5 FACTORS THAT IMPROVE NEGOTIATION TRUST BETWEEN NIGERIA AND CHINESE FIRMS ...................... 37
5.1 Reliability between Business Partners ........................... 37
5.2 Guaranteeing Assurance in Business Negotiations.......................... 38
5  FACTORS THAT IMPROVE NEGOTIATION TRUST BETWEEN NIGERIA AND CHINESE FIRMS
5.1  Reliability between Business Partners 
Reliability in the trust equation is how others perceive the consistency of one’s actions and its connection with the person’s words (integrity). It is about whether someone thinks that a person is dependable and can be trusted to behave in consistent ways. It is based on judgement and the number of times a person has had interactions with someone. Judgments can be "borrowed" from someone, as in to check if a person is reliable or not, but it also changes once a person has interacted with someone assessed on reliability. Reliability is action oriented i.e. it links words and deeds. A very good definition of reliability explained in one sentence is as thus:  "Reliability is the repeated experience of links between promises and actions" also " Reliability is the repeated experience of expectations fulfilled".
The parties to a negotiation can increase trust by constantly acting in accordance with their words and keeping their promises. A trustworthy business partner is one who is dependable. a person who goes above and beyond to honor commitments they have made. Negotiators should refrain from making promises that they might not be able to meet in order to achieve high reliability and boost confidence. Being honest and upfront is a crucial method to increase dependability and, ultimately, trust in business negotiations. Hiding secrets will lead to mistrust and a failed business negotiation since it will give the impression that the negotiator has ulterior objectives.What is accepted in one culture may be interpreted in another culture as a deliberate attempt to conceal once identity or information. For example, Nigerian negotiators may not give priority to long time benefits, but will rather facilitate short term benefits because Nigeria is a short time orientation culture while China has a long time orientation, and will not mind taking time to build relationship as a basis for future negotiations. This may spark mistrust between negotiators from both countries as Chinese may think Nigerians, not wanting to build long time relationship implies they may not be interested in future negotiations hence not trustworthy to keep their own side of the bargain. 

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6  FINDINGS, CONCLUSION AND RECOMMENDATIONS
6.1  Findings
In research question 1 (Table 4) the study sought the cultural differences in business negotiation between Nigeria and China based on the Hofstede’s cultural dimension indices. The findings revealed that several differences exist based on the business negation attributes of Hofstede’s theory. A mean score of 3.34 and an individualism index score of 30 implies that Nigeria is considered an individualistic society while China with an index score of 20 is a collectivistic society. Therefore, in Nigeria there is strong individualism and weak collectivism while in China which is more of a communist country than Nigeria; collectivism is seen more than individualism. In fact, collectivism is a political theory associated with communism. China is a highly collectivist culture where people act in the interests of the group and not necessarily of themselves. In-group considerations affect hiring and promotions with closer in-groups (such as family) are getting preferential treatment. Nigeria and China have power distance indices (PDIs) of 80 and 80 respectively, implying high power distance in the culture of both countries. Hence, leaders are unquestionable, and they decide what information is to be shared with the public Both China and Nigeria have high power distance indices. They both hold the old philosophy of unquestionable respects for seniors and elderly ones. It is seen as an act of disrespect for one to openly express disagreement with their superiors. The present study arrived at 55 as the index for uncertainty avoidance. However Hofstede (2005) puts the average score of 55% for Nigeria on Uncertainty Avoidance which does not show a clear preference. In the dimension of uncertainty avoidance, Chinese culture scores low.  Nigeria and China with estimated scores of 60 and 66 respectively for masculinity indicates that both cultures are highly masculine. However, the Chinese culture is more masculine than Nigeria’s. For long/short term orientation, Nigeria has an index score of 13 while China has index score of 87. This implies that the Chinese have long-term orientation and sustained efforts towards slow results and in negotiating for this transaction showed extreme patience whereas Nigerians showed tendencies of wanting to produce quick results and gain instant gratifications. For indulgence and restrain, the study found out that Nigerian negotiators are indulgent, with a Hofstede index score of 84 while Chinese negotiators are restrained with and index score of 24.  
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