Communicative Conflict in Intercultural Negotiations: The Case of American and Japanese Business Negotiations

Abstract

This article explores the origins and implications of differences in communicative goals in an intercultural negotiation setting. The basic thesis is that while American and Japanese business people may be united in their ultimate goal of arriving at an agreement, the processes by which they do so are different, and this difference makes it hard to conclude an agreement. Differences in the process of negotiation are reflected in the differences in communication goals that are pursued by both parties. This article attempts to analyze the implications of these differences in the crucial first interactions that take place between American and Japanese business people. A social cognitive model is developed to explore the dynamics of cross-cultural negotiations.