本文是一篇商務(wù)談判論文，本研究目的是探究萊索托和中國(guó)在商務(wù)談判中的文化差異，以及文化差異如何影響萊索托和中國(guó)間的商業(yè)談判。本研究整合了文化與談判的主要理論，包括文化取向的關(guān)鍵模型和國(guó)際商務(wù)談判框架。
1 INTRODUCTION
1.1 Background and significance of the study
The explosion of international business activities has had a marked impact on our lifestyles, income, and economic environments. Companies are forced to seek international trade and investment opportunities in distant markets. Doing business overseas is, however, still considered to be a difficult task. Sometimes we overhear stories about unsuccessful encounters between business executives from different cultures mainly because they cannot communicate and negotiate effectively with each other (Combalbert and Mery, 2021). Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face (Caputo et al., 2019). The corporate world has a lot to share in the world of technology. However, culture determines many things that can interfere with how we interact with the rest of the world. International business is more about cultures than borders. Since culture impacts thinking patterns, communication and behavior, the same can crop in negotiations. In most cases, culture is affecting the way we live and interact with others. The diversity of the globes’ culture makes it challenging for individuals to deal with regardless of their expertise (Guamguide, 2021). 
Among Basotho people, there is a consensus that Chinese migrant's impact negatively on the business sector as they threaten small-scale wholesale and retail businesses. Whilst this perception cannot be quantified, it is the view of the majority of the Basotho but cannot account for the total population. The Basotho despise the status and wage differences between the Chinese and Basotho employees, and the Chinese feel victimised through hostility. Despite the general negative outlook, Chinese migrants have increased trade and employment opportunities by 46%. Particularly in rural regions, the Chinese have developed new shops, eliminating travel time for daily provisions and ultimately boosting employment, with 74% of shop managers and 65% of shop assistants reporting the majority of workers were Basotho.  Local law states that small retail shops (less than 1,000m2) are reserved for Basotho. However, some Chinese migrants’ manoeuvre around this law through renting shops from Basotho in exchange for a fixed monthly sum (Wikipedia, 2022). 
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1.4 Limitations of the study
This research integrates a two-dimensional framework: these frameworks includes the key model of cultural orientation and international business negotiations framework. These frameworks have been of practical value to international businesspeople in distinguishing between cultures and guiding key decisions, as a result this enabled the researcher to analyse the main cultural differences between Lesotho and China using negotiating framework and analysing the impact of cultural differences on business negotiations. 

商務(wù)談判論文怎么寫

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2 LITERATURE REVIEW
2.1 Cultural aspects of international business negotiations
Scholars pointed out that knowledge of cross-cultural negotiations is increasingly important in a globalized trade environment, such as the present one. “Culture” is the unique character of a group. These are expressed in the beliefs, attitudes, norms, and behaviours of groups, as well as in their view of social, economic, political, legal, and religious institutions. Recognizing and anticipating these cultural differences can mean the difference between successful and unsuccessful negotiations. Culture affecting, values, and the behaviour of individuals, and within the last 30 years, many studies have explored the impact of interactions between individuals from different cultures on business. Researchers are interested in how cultures affect different forms of organizational behaviour, and how people from different countries interact with each other (Goldman and Amato, 2021).   
Business negotiation is a lengthy, difficult process in itself, and becomes extremely intricate when cultural aspects are involved. However, cross-cultural business negotiation is an unavoidable part of international business today, so learning more about the process is an important undertaking. When two negotiating parties from different cultural backgrounds attempt to communicate, the potential for disagreement and misunderstanding is great. The Chinese are generally recognised to have a tough negotiating style. People from other cultural backgrounds, especially from the West, often find the behaviour of Chinese negotiators strange and unintelligible. This is why much attention has been given to studying the Chinese negotiation style.   
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2.2 The impact of cultural difference on international business negotiations
As the negotiation process without communication is impossible, therefore, impact of culture on the international business negotiations is significant. Culture is an important variable influencing the international negotiations and performance. Values and norms which are included in culture, can affect the negotiation either stronger or weaker (Christopher et al., 2005). Liu et al. (2012) argues that culture, accountability and group membership can determine not only approach to relationships in the negotiations and after (negotiated rates), but also likely to influence and the outcome of negotiations. 
Even in today’s global world, there are wide cultural differences, and these differences influence how people do business. Culture impacts many things in business, including the pace of business; business protocol—how to physically and verbally meet and interact; decision making and negotiating; managing employees and projects; propensity for risk taking; and marketing, sales, and distribution (Ruggle, 2023).
Cultural differences do have an impact on international business negotiations. When negotiating internationally, one needs cultural knowledge and skills in intercultural communication. Many agreements have to be negotiated, drafted, signed and finally implemented: sales contracts, licensing agreements, joint ventures and various kinds of partnerships, agency and distribution agreements, turnkey contracts, etc. Negotiation is not only based on legal and business matters, hard facts which are often emphasized as being the sole important facts, but also on the quality of human and social relations.
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3 THEORIES OF CULTURE AND NEGOTIATIONS ........................... 28
3.1 Brake et al model of key cultural orientations ...................... 28
3.2 Ten dimensions of cultural orientations .................... 29
4 METHODOLOGY .......................................... 47
4.1 Research methodology ................................... 47
4.2 Sampling design ................................. 48
5 DATA PRESENTATION, ANALYSIS AND DISCUSSION ................ 62
5.1 Data Presentation .................................... 62
5.1.1 Data presentation of basic information of respondents ............. 62
5.1.2 Data presentation of cultural responses to each negotiation factor ................................. 65
5 DATA PRESENTATION, ANALYSIS AND DISCUSSION 
5.1 Data Presentation
Data presentation is defined as the process of using various graphical formats to visually represent the relationship between two or more data sets so that an informed decision can be made based on them (Vedantu, 2023). The researcher used pie charts and bar diagrams to present data.
5.1.1 Data presentation of basic information of respondents
Overall, the survey for Lesotho consisted of 140 respondents making it the overall total of 100% while the survey for China consisted of 100 respondents in a survey making it 100%. In total, the survey consisted of 240 respondents when combining the total number for both countries. 

商務(wù)談判論文參考

The above charts represent the gender of respondents for both countries in a survey. The first chart represents the gender for Lesotho survey. From 140 respondents, 86% of the survey were female and 14% of the survey were male while from China, from 100 respondents, 60% of the survey were female and 40% of the survey were male.  
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6 CONCLUSIONS AND RECOMMENDATIONS
6.1 Conclusions
The purpose of negotiations varies among cultures. For some cultures, the primary goal of negotiations is to reach a deal and sign a contract, while other cultures view it as the establishment of a long term relationship between the parties which will eventually lead to a contract.  
Based on the findings of this research, it shows that when it comes to international business negotiations there are important crucial variables that needs to be taken into consideration before the negotiation process begins. Personal style, sensitivity to time, building an agreement, team organization, age, highest academic qualification and years of working experience are important variables that each and every negotiator must take into consideration before the negotiations begins, this is because based on the findings they are strongly positively correlated with negotiation goal. 
In Lesotho trust has to be established before participation in a business relationship, as a result the pre-negotiation stage is important for Basotho. In China, the creation of interpersonal relations takes priority over a commercial transaction. Relationships are at the heart of Confucianism. In the eyes of the Chinese people, any relationship between businesses is ultimately built upon relationships between individuals. Based on the findings from the research both Lesotho and China business negotiators when it comes to negotiations especially under the negotiation goal they prefer relationships as a cultural response compared to a contract.  Parties from different cultures tend to come to the negotiation table with a win-lose or win-win attitude. The win-win negotiators view the negotiations as collaborative efforts where both parties gain, whereas the confrontational nature of the win-lose negotiators usually results in one side winning and the other losing. Both Lesotho and China view negotiation with a win-win attitude. 
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