Chapter 11
1. The term ____________ refers to the shared values, beliefs, and behaviors of a group of
people.
2. In order to understand the complexity of international negotiations, one must understand how
the factors in both the ____________ and ____________ contexts can influence negotiation
3. There are six factors identified by Salacuse in the environmental context that make
international negotiations more challenging than domestic negotiations they are: political and legal
4. Countries differ in the extent to which the government regulates ____________ and
organizations.
5. Negotiators faced with unstable circumstances should include ____________ in their
contracts that allow for easy cancellation or neutral arbitration.
6. Relative power is not simply a function of ____________ but appears to be due to
management control of the project.
7. The most frequently studied aspect of international negotiation is ___________.
8. The “culture-as-learned-behavior” approach concentrates on creating a ____________ of
behaviors that foreign negotiators should expect when entering a host culture.
9. In the “culture-as-shared-value” approach, cross-cultural comparisons are made by finding the
important ________________________ that distinguish one culture from another.
10. In individualistic societies, negotiators are considered interchangeable, and ____________
(rather than relationship) is an important consideration when choosing a negotiator.
11. Proponents of the ____________ approach recognize that negotiation behavior is multiply
determined and using culture as the sole explanation of behavior is oversimplifying a complex social
12. Cultures differ in the degree to which ___________, or the formality of the relations between
the two negotiating parties, is important.
13. To avoid offending the other party in negotiations across borders, the international negotiator
needs to observe cultural rules of ____________ carefully.
14. Negotiation in risk-_____________ cultures will seek further information and will be more likely
to take a wait-and-see stance.
15. Decision making in group-oriented cultures involves ____________ and may take
considerably more time than American negotiators are accustomed to.
16. Researchers Gelfand and Realo found that accountability to a constituent influenced
negotiators from individualistic and ____________ cultures differently.
17. One approach for negotiators who have very low familiarity with the other party‘s culture is to
hire an ____________ who is familiar with the cultures of both parties.
18. Many types of ____________ may be used in cross-cultural negotiations, ranging from
someone who conducts introductions and then withdraws, to someone who is present throughout the
19. The “coordinate adjustment” strategy can be thought of as a special instance of negotiating
the ____________ of negotiation.
process
20. Countries can have only one culture; however cultures can span national borders.
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21. There are six factors in the environmental context that make international negotiations more
challenging than domestic negotiations and these factors can act to limit or constrain organizations
that operate internationally whether negotiators understand or appreciate their effects.
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22. Political considerations may enhance or detract from the conduct of business negotiations in
various countries at different times.
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23. Ideological clashes increase the communication challenges in cross-border negotiations in the
broadest sense because the parties may disagree on the most fundamental levels about what is
being negotiated.
24. In all cross-cultural negotiations, both parties approach the negotiation deductively.
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25. High-conflict situations that are based on ethnicity, identity or geography are most easy to
resolve.
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26. The relationship the principal negotiating parties develop before the actual negotiations will
have an important impact on the negotiation process and outcome.
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27. Tangible and intangible factors play only a minor role in determining the outcomes of cross–
border negotiations.
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28. Many popular books and articles on international negotiation treat culture as expected
behavior, providing lists of dos and don’ts to obey when negotiating with people from different
cultures.
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29. The “culture-as-shared-values” approach has advantages over the “culture–as-dialectic”
approach because it can explain variations within cultures.
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30. Outside of North America there appears to be a great deal of variation across cultures in the
extent to which negotiation situations are initially perceived as distributive or integrative.
31. Risk-oriented cultures will be more willing to move early on a deal and will generally take more
chances.
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32. Research studies suggest that culture does have an effect of negotiation outcomes, although it
may not be direct and it likely has an influence through differences in the negotiation process in
different cultures.
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33. The best approach to manage cross-cultural negotiations is to be insensitive to the cultural
norms of the other negotiator’s approach.
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34. Research suggests that negotiators may naturally negotiate differently when they are with
people from their own culture than when they are with people from other cultures.
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35. Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to
American ways were perceived more positively than negotiators who made moderate adaptations.
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36. Weiss states that a negotiator should only use one strategy throughout an entire negotiation.
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37. Negotiators using the “adapt to the other party‘s approach” strategy maintain a firm grasp on
their own approach, but make modifications to help relations with the other negotiator.
38. To use the “improvise an approach” strategy, both parties to the negotiation need to have high
familiarity with the other party’s culture and a strong understanding of the individual characteristics of
the other party.
39. We use the term “culture” to refer to the
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40. According to Salacuse, which of the following is not a factor in the environmental context of
negotiations?
41. Which of the following is an immediate context factor in cross-cultural negotiations?
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42. Political and legal pluralism can make cross cultural negotiations more complex because
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43. Which of the following factors most influences relative bargaining power?
44. Which of the following is not one of Janosik’s four ways that culture is used in international
negotiation?
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45. The “culture-as-shared-value” approach
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46. The individualism/collectivism dimension describes
47. Power distance describes
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48. What consequences do negotiators from high uncertainty avoidance cultures bring to
negotiations?
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49. Risk-avoiding cultures will
50. In group-oriented cultures
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51. According to Graham, which of the following statements would be characteristic of a
Japanese negotiator?
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52. According to Weiss, when choosing a strategy, negotiators should
53. Which of the following strategies should negotiators with a low familiarity with the other
culture choose?
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54. Which among the following lists reflects Weiss’s culturally responsive joint strategies for
cross-cultural negotiations?
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55. “Adapting to the other negotiator’s approach” is best used by parties with
56. “Coordinating adjustment” involves
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57. The “embrace the other party‘s approach” strategy involves
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58. When working to create a new approach that may include aspects of either home culture or
adopt practices from a third culture, negotiators are using what approach?
59. What is the most frequently studied aspect of international negotiations?
60. According to Salacuse, what are the six factors that make global negotiations more
challenging than domestic negotiations?
61. How does the exchange value of international currencies affect cross-cultural negotiation
decisions?
62. How does ideology contribute to making international negotiations difficult?
63. Phatak and Habib define external stakeholders as:
The various people and organizations that have an interest or stake in the outcome of the
negotiations.
64. What are Phatak and Habib’s immediate context factors?
65. What is the main challenge for every global negotiator?
66. The “culture-as-learned-behavior” approach to understanding the effects of culture
concentrates on:
67. What is the “culture-in–context” approach to using culture to understand global negotiation?
68. Foster suggests that culture can influence negotiations across borders in what different
ways?
69. How does the nature of agreements vary between cultures?
70. What did researchers Adler, Brahm and Graham find about the differences in negotiation
strategies and tactics in the cultures of the Chinese and Americans?
71. What is the danger in modifying the negotiator’s approach to match the approach of the other
negotiator?
72. What factors indicate that negotiators should not make large modifications to their approach
when they negotiate across borders?
73. Weiss observes that a negotiator may be able to choose among which culturally responsive
strategies when negotiating with someone from another culture?
74. What are the disadvantages to using the “induce the other party to use your approach”
strategy?
75. What is the challenge in using the “adapt to the other party’s approach” strategy?
76. The “embrace the other party‘s approach” strategy involves:
77. Which is the most flexible of Weiss’ eight strategies for negotiating with someone from
another culture?
78. What are the risks of using the “effect symphony” strategy?