本文是一篇商務(wù)談判論文，本研究通過對(duì)談判實(shí)踐的審查，我們編寫了一份以積極的回顧性談判經(jīng)驗(yàn)為重點(diǎn)的問卷，并將其發(fā)送給在中國(guó)和剛果工作的高管。結(jié)果表明，成功的跨文化談判者的重要成果是面向未來的前景和績(jī)效。
Chapter One Introduction
1.1 Background of the study
Culture is a term that refers to a large and diverse set of mostly intangible aspects of sociallife.According to sociologists,culture consists of the values,beliefs,systems of language,communication,and practices that people share and that can be used to define them as acollective.Culture also includes the material objects that are common to that group or society.Culture is distinct from social structure and economic aspects of society,but it is connected tothem both continuously informing them and being informed by them(Nicki Lisa Cole,Ph.D.,2019).
Negotiation is a process when two or more parties try to solve seemingly contradictory aims.A negotiation is a strategic discussion that resolves an issue in a way that both parties findacceptable.In a negotiation,each party tries to persuade the other to agree with his or herpoint of view(Will Kenton,Eric Estevez,Amanda Jackson,2021).Negotiation alwaysincludes the risk and probability of a conflict therefore it is necessary to protect friendlyrelationships consciously.
Negotiation across cultures is occurring more often today than ever before.In one year,asingle company in America,Hewlett–Packard,negotiated for an estimated$40 billion ingoods and services with suppliers in East Asia and for an additional$12 billion with EastAsian sales partners.

商務(wù)談判論文怎么寫

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1.2 Research Objectives
The purpose of this study is to express how culture influences negotiation andmisunderstandings are made due to different cultural values between Chinese and Congolesebusiness negotiations;to show further research of the cultural differences thus give sometentative advice for future scholars to research the Sino-Congo business negotiation;come upwith some reasonable proposals in order to decrease avoidable miscommunications or failuresin intercultural business negotiations,following on these,people who engage negotiation canscheme the process and adopt proper strategies for the sake of achieving anticipativeagreements and accomplishing business cooperation.
This study will help the reader to know more about the cultural differences and they can usethe findings in their further research as many authors didn’t make any profound study on thissubject.By studying cultural differences of both nations will illuminate variation betweenpeople across cultures.The research will provide a guidance on how best negotiators fromthese two countries can interact with each other.The study will also provide basis for furtherresearch on the field of cultural impact on international negotiation,especially on the part ofCongo where data on this subject is minimal.
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Chapter Two Literature Review
2.1 Definition
According to Jeanne M.Brett(2014,p.1)negotiation‘is the process by which people withconflicting interests determine how they are going to allocate resources or work together inthe future’.All kinds of negotiations,whether political negotiations between countries orbusiness negotiations between organizations,have certain features that all negotiations havein common:
First,in every negotiation,two or more parties(individuals,groups,or organizations)areinvolved.Hence,negotiations are regarded as interpersonal processes between individualswithin groups and between groups.Second,discrepancies in needs,demands,or interestsbetween the negotiation parties persist.In other words,the parties involved are not workingtowards the same goal and they need to find a solution.Third,a certain negotiation motivationis presumed.This means that negotiations are‘voluntary processes’,where the involvedparties hope and expect to be in a better situation or position after the negotiation(ascompared to the scenario of not negotiating)(Lewicki,Barry and Saunders,2016).Fourth,‘negotiators are interdependent,which means that what one wants affects what the other canhave and vice versa’(Brett,2014,p.1).Having interdependent objectives or interests does notnecessarily imply that all parties want to achieve the same thing.Hence,the negotiationparties need to find a way how each of them can achieve their goals(Lewicki,Barry andSaunders,2016).
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2.2 Negotiation process
The negotiation process refers to the‘interaction,actions between the parties that shouldresult in certain outcomes’(Stoshikj,2014,p.34).Generally,negotiations are classified intodifferent phases(negotiation phases).The number of phases into which every negotiationprocess can be subdivided varies considerably in the negotiation literature(Jung and Krebs,2016).However,according to Voethl and Herbst(2015),a negotiation process is subdividedinto four consecutive phases:(1)the opening phase,(2)the dialogue phase,(3)the solutionphase,and(4)the closure phase.Each negotiation begins with an opening phase in which thenegotiation parties get to know each other and the negotiation topics,as well as goals,aredetermined.In this context,the negotiation parties have the opportunity to build a trust basiswhich can be an important aspect in realizing an agreement.Furthermore,a strong trust basisfacilitates gaining background information about the other parties and their intentions.Subsequently,the dialogue phase follows.In this phase,facts and preferences are clarified andthe first offers are shared.By clarifying the facts at the beginning of this phase,it is ensuredthat both parties have correctly understood the position of their counterpart.Once the factshave been clarified,the negotiating parties should specify their preferences and priorities.Thus,it becomes clear to all partners on which topics an agreement can quickly be achieved,and on which matters concessions likely need to be made in the process.As a final aspect ofthe dialogue phase,offers should be exchanged and,as a result,they should attempt toapproach one another with regard to their respective positions.It is important that both partiessubmit offers and counteroffers.If none of the negotiating parties is willing to make anyfurther concessions,this can be seen as the end of the dialogue phase.Though if both partiesfind convergent positions in this phase,the solution phase is skipped.However,this is oftennot the case and the negotiations move to the solution phase.
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Chapter Three Cultural Differences between Congolese and Chinese Negotiators......................16
3.1 Culture of Congo...........................................16
3.2 Culture of China.........................................18
3.3 Hofstede’s Cultural Dimensions for China and for Congo...........................22
Chapter Four Research Methodology......................................36
4.1 Research Question and Hypothesis............................36
4.2 Data Collection and Variation.....................................37
4.3 Measures-The Survey Instrument..................................39
Chapter Five Conclusion and Recommendations....................................49
5.1 Conclusion.........................................49
5.2 Practical Implications and Recommendations..................................49
Chapter Four Research Methodology
4.1 Research Question and Hypothesis
Based on the findings of this literature review,and the research gap found in the literature,themain research question of this research is"What are the actual negotiation styles,practicesand behavior of Chinese and Congolese negotiators based on their different culture accordingHofstede’s culture dimensions,and do these business negotiation styles,practices,andbehavior differ from those of the general population of Chinese and Congolese businesspeople?".From the main research question,the following questions and hypotheses emerged.
Sub-research Question 1:How culture influences Chinese business people who negotiate inforeign countries especially in African countries in general and Congo in particular when theyengage innegotiation and what cultural aspects they adopt when negotiating?
Sub-research Question 2:How culture influences Congolese business people who negotiatewith their Chinese count parts when they engage in negotiation and what cultural aspects theyvalue more when negotiating?
Sub-research Question 3:Which cultural aspect of negotiation is the most important toChinese and Congolese negotiators?

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Chapter Five Conclusion and Recommendations
5.1 Conclusion
Sino-Congo negotiation is not a simple activity,there are many factors that can influence thenegotiation,however,understanding,and more specifically their negotiation styles,practices,and behavior is the first,and crucial step in successful Sino-Congo negotiation.It can alsominimize conflict or problems,and avoid misunderstandings caused by cultural differences.This research project has examined in detail business negotiation styles,practices,andbehavior of the target sample by asking them about their own beliefs through a surveyquestionnaire.This study could enhance people's understanding of Chinese and Congolese.
The key findings of this research include the following.The target potential negotiators wereyoung.Although they have little work experience,they still believe they have changed tovarious degrees due to their work experience.The cooperative and mixed style are the twomajor negotiation styles or strategies that were preferred by the respondents.
The key findings of this research include the following.The target potential negotiators wereyoung.Although they have little work experience,they still believe they have changed tovarious degrees due to their work experience.The cooperative and mixed style are the twomajor negotiation styles or strategies that were preferred by the respondents.
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