International Marketing, 18e (Cateora)
Chapter 19 Inventive Negotiations with International Customers, Partners, and
Regulators
1) In the age of the Internet and virtual conferencing, face-to-face negotiations are rare.
2) Individual personalities and backgrounds are of no relevance at the international negotiation
table.
3) Age and experience are known to affect the negotiation behaviors of individuals.
4) Generalizations about the negotiation style of a region are usually correct.
5) Japan’s negotiation style is unique. On almost every dimension of negotiation style considered
in a study of 17 countries, the Japanese are on or near the end of the scale.
6) Cultural differences cause four kinds of problems in international business negotiations, and
these problems occur at the levels of language, nonverbal behaviors, verbal styles, and values.
7) Cultural differences in nonverbal behaviors are almost always hidden below our awareness.
8) Americans are lacking in foreign language skills more than most countries in international
business negotiations.
9) Disagreements among foreign team members, in the form of side conversations, are often
followed by concessions to the other negotiating party.
10) Verbal tactics used during negotiations differ vastly across diverse cultures.
11) The variation across cultures is greater when comparing linguistic aspects of language than
when the verbal content of negotiations is considered.
12) The Japanese business negotiation style comprises an infrequent use of no and you and facial
gazing, as well as more frequent silent periods.
13) The behavior of the businesspeople in Asian countries tends to be similar in style.
14) The style of United Kingdom negotiators is the most aggressive of all cultures.
15) Israeli business negotiators use the lowest percentage of self-disclosure, yet they also use, by
far, the highest percentages of promises and recommendations.
16) The British, German, and American businesspeople are found to fall in the middle of most
scales for dimensions of negotiating behaviors.
17) Five values—relationships, objectivity, competitiveness, equality, and punctuality—that are
held strongly and deeply by most Americans seem to frequently cause misunderstandings and
bad feelings in international business negotiations.
18) In the context of international business negotiations, in most places in the world,
collectivistic, high-context cultures do not consider personalities and substance as separate
issues.
19) Objectivity is key for negotiators working in China.
20) The egalitarian values of American society dictate that American sellers give complete
deference to the needs and wishes of buyers.
21) American buyers achieve better results than Japanese buyers.
22) The Japanese tend to emphasize hierarchical relationships that leads to hampered internal
communications.
23) When faced with a complex negotiation task, most Asians divide the large task up into a
series of smaller tasks.
24) The single most important activity of international business negotiations is summarizing.
25) Due to the great differences in the roles played by women across cultures, gender should be
used as a selection criterion for international negotiation teams.
26) Bargaining skill is at the top of almost everyone’s list of negotiator traits.
27) Thorough preliminary research eliminates the need for negotiators to focus on key facts to
reconfirm at the negotiation table.
28) The first stage of the business negotiation process is nontask sounding, which includes all
those activities that might be described as establishing rapport or getting to know one another.
29) Since formality is a way of life in the United States, even the smallest contracts between
companies often involves a formal signing ceremony.
30) In high-context cultures, personal relationships are crucial and high-level business executives
stay in touch with their foreign counterparts.
31) The Japanese approach to international business negotiations tends to be innovative in spite
of their collectivist tendencies.
32) In international business, global marketing strategies are almost always implemented through
________ with business partners and customers from foreign countries.
A) telephone conversations
B) face-to-face negotiations
C) video chats
D) mail and courier
E) e-mail
33) Which image is a cultural stereotype that is most likely attributed to American negotiators by
foreign business negotiators?
A) cowboy
B) suave, smooth-talker
C) pretentious connoisseur
D) “stiff upper lip”
E) samurai
34) If a negotiator from another country were to label Spanish negotiators as bulls and associate
the Swiss with the image of a lamb, these are examples of
A) national icons.
B) linguistic identifiers.
C) social hierarchy.
D) class distinction.
E) cultural stereotypes.
35) When it comes to international negotiation,
A) regional generalizations very often are not correct.
B) the Japanese tend to be in the middle of the scale on almost every dimension of negotiation
style.
C) the negotiation styles of the Koreans and Japanese are the same in every dimension.
D) on almost every dimension of negotiation style considered, the Americans are on or near the
end of the scale.
E) Asian negotiation styles tend to be collectively similar across all dimensions.
36) Four kinds of problems are caused by cultural differences in international business
negotiations: language, nonverbal behaviors, thinking and decision-making processes, and
A) communication channels.
B) values.
C) social responsibility.
D) communication style.
E) stereotypes.
37) On a tour to Australia in 1992, George Bush Sr. flashed the victory sign at the Australian
public, with the palm facing inwards, which was considered a rude gesture. This is an example of
cultural differences causing problems at the level of
A) thinking processes.
B) values.
C) language.
D) nonverbal behaviors.
E) decision-making processes.
38) When Sandra was negotiating with Jamal, she looked him in the eye and shook his hand
firmly. Jamal felt uncomfortable and didn’t entirely trust Sandra after that, although he could not
actually articulate why. This is likely because cultural differences in nonverbal behaviors
A) are almost always hidden below our awareness.
B) were not important to Sandra.
C) only apply to social behaviors; business behaviors are universal.
D) are less important than verbal behaviors.
E) were not important to Jamal.
39) What is the most common complaint heard from American managers in terms of the
negotiation behavior of foreign clients?
A) the insistence on exchanging business cards to establish the rank of the negotiators
B) the overt emphasis laid on punctuality and the tendency to waste time
C) the lack of feedback, positive as well as negative, regarding the negotiations
D) foreign clients and partners breaking into side conversations in their native languages
E) frequent instances of facial gazing and touching that distract their counterparts
40) What is the most likely reason for side conversations among foreign negotiators in their
native languages?
A) stalling the negotiations
B) sorting out a translation problem
C) diverting attention from an actual issue
D) sharing secrets
E) gesturing disapproval
41) Which group of negotiators is considered to be the most reticent about giving information
about themselves (self-disclosure)?
A) Israelis
B) Canadians
C) Germans
D) Americans
E) Chinese
42) Which culture is considered to be the least aggressive, or most polite, in its negotiation
behavior?
A) French
B) German
C) Chinese
D) Taiwanese
E) Japanese
43) Which statement is true about the negotiation behavior of Korean negotiators?
A) They use more silent periods than any other group.
B) They ask the greatest number of questions.
C) They are the most reticent about disclosing information.
D) They use the word no and interrupt more frequently than the Japanese.
E) They use the lowest percentage of aggressive persuasive tactics.
44) The negotiation style of the Russians is found to be quite similar in many respects to that of
the
A) Germans.
B) Japanese.
C) British.
D) Koreans.
E) Israelis.
45) Israeli negotiators are most likely to be blamed for the “pushy” stereotype often used by
Americans to describe their Israeli counterparts because they
A) interrupt one another more frequently than any other group.
B) use the lowest percentage of self-disclosures.
C) use the highest percentage of promises and recommendations.
D) use the highest percentage of punishments than any other group.
E) use a higher percentage of commands than any other group.
46) Spanish negotiators use a high percentage of commands, as demonstrated by which
behavior?
A) extensive use of silent periods
B) highest incidence of touching another negotiator
C) greeting callers on the phone with “diga” (speak)
D) shunning eye contact with others
E) greeting others with a “hola” or “bueno”
47) Which group of negotiators was found to have the most aggressive negotiation style?
A) Spaniards
B) Israelis
C) Americans
D) Koreans
E) French
48) Which statement reflects the American notion of the importance of objectivity?
A) American business is the hotbed of nepotism.
B) Americans place emphasis on economics and performance rather than people.
C) In business, favoritism matters and it is key to a successful negotiation.
D) Americans have little regard for decisions based upon the bottom line.
E) American business is heavily skewed against meritocracy.
49) In Japanese business organizations, subordinates do not share bad news with their superiors.
This lack of internal communications can be attributed to
A) the Japanese emphasis on individualism.
B) the Japanese emphasis on hierarchical relationships.
C) the Japanese emphasis on competition and individualism.
D) the insistence on solving problems at the point of origin and not escalating them.
E) Guanxi, the Japanese practice of personal connections.
50) According to foreign negotiators, which negotiation tactic is the most useful when dealing
with Americans?
A) offering cutbacks on deals
B) including higher-level executives in talks
C) providing lots of self-disclosures
D) high first-offers, followed immediately with deeply discounted second-offers
E) taking time with the negotiations