Cultures of Intercultural Negotiation

Question: Discuss about the Cultures of Intercultural Negotiation. Answer: Introduction: Identifying the cultural dimensions is important for the companies for successfully operating in a society by conforming to the socio-cultural requirements. The success of an organization depends on networking and negotiations. Hence, it is important to be aware of the cultural values and business etiquettes of a society. For achieving this particular propose, this report has discussed a cultural analysis of a certain market or economy. Here, for the successful completion of this report, the author has chosen Japan as the host country for business purpose. By analyzing the cultural identity of Japan and making a comparison between the business-culture of Japan and Singapore, the author has identified the difference/similarity in the workplace culture in both the two countries. Lastly, with Hofstedes cultural dimensions, the author has identified the cultural aspects of Japan and the potentials influence of them on the foreign companies trying to business in Japan. The rationale of choosing the country: The author has chosen Japan as the host country for business purpose. Author has chosen this country with the intention of investing on the Japanese domestic businesses. Singapore shares 50 years old diplomatic relation (Pease, Paliwoda Slater, 2015).With the idea of investment, Japan can be identified as one of the majorly potential countries for foreign investments. As mentioned by Pease, Paliwoda and Slater (2015), the diplomatic relation between these two countries is typically helpful for the business organizations for foreign investments. With the population of 127,103,388, citizens, the country is offering a huge market for the business organization (Park, 2014). As mentioned by Warner, (2014) Japan offers a huge range of highly educated workforce. Hence, for the companies which are investing in the Japanese market will be able to acquire a highly productive and trained workforce. On the other hand, with the governmental encouragement in collecting foreign investments in the domestic organizations, it is becoming easier for the foreign industries to invest in the Japanese market (Warner, 2014). As discussed by Slater and Strange (2013), through large scale monitory easing and various deregulations, the Japanese economy is showing an upward curve towards growth. It is providing a good market for the companies to operate. As mentioned by Yang et al. (2016) with the 3rd rank in the GDP collection of the nation, it is being one of the leading economy and a sophisticated market. As mentioned by Pollock, (2016) this stability in the economic position is helpful for the companies for investment, as no issues like lack of disposable income or inflation are likely to influence the business negatively. As discussed by Pease, Paliwoda and Slater (2015), investing in Japan will not only open the market with 127 million citizens, but also offer a steady business market to the other Asian countries. Investing in Japan will also provide the benefit of working in the showroom for the rest of Asia (Pollock, 2016). With all these reasons beneficial for the business operation and strategic investment, the author has chosen Japan, as the subject of this particular report. Cultural analysis of Japan: The cultural custom of Japan is critically integrated to its cultural values. Japanese value typically focuses on respect, manner, benevolence and empathy. As mentioned by Crane, Kawashima and Kawasaki (2016), the individualistic culture and value is condemned in the Japanese culture. According to the values of the Japanese society, harmony is one of the guiding philosophy in the business and familial settings in Japan. As mentioned by Sugimoto (2014), the Japanese people places immense emphasis on personal responsibility and politeness. They can work for different products at universal level. Japanese find it crucial for working with integrity and for upholding productivity. One of the major cultural aspects that distinguish Japan from many other countries is their custom of addressing people with respect. As mentioned by Wolf (2013), bowing is less than an art form in Japan. For the visitors, a simple inclination of the head or an attempt at a bow at the waist will usually suffice. It is considered as a very important etiquette in Japan. Greetings hold a great position in the Japanese culture. In addition, one of the unique customs that Japan maintains is a no tipping policy. As mentioned by Yang et al. (2016), in Japan, tipping is considered as rude and degrading. The cultural value of the country maintains a high self esteem. Hence, they find it a kind of insulting behavior. As mentioned by Warner (2014), in the case of showing appreciation for the service, it is better to offer a small gift. Use of chopsticks also makes the Japanese stand out of the crowd. It holds a significant importance in their culture and custom. As mentioned by Crane, Kawashima and Kawasaki (2016), Japanese treat it as a taboo to pass foods from the chopsticks to chopsticks. According to the Japanese customs this is the way of handling the bones of a deceased by his family members after cremation. In addition to this, mismatched chopsticks are not to be used (Lee, 2015). Use of chopsticks also has a considerable significance in the religious value of the Japanese people. Hence, it is important to use a chopstick in such a manner so that the cultural belief does not get hurt. As mentioned by Lee (2015), the Japanese culture sets huge value to the idea of face. Saving face is greatly important for them, as it related to the public reputation and attitude of others to the Japanese people. The Japanese believe that it is rude and embarrassing to turning down the requests of others as it causes loss of face to the other person. As mentioned by Warner (2014), face is the mark of personal dignity and the means of holding a high status with ones peers. It directs them to be devoid of any acts like open criticism and insulting others. A comparison of the business culture of Japan and Singapore: While opting for a comparison, it can be noticed that Japan and Singapore shares a great level of similarity in the work culture and business etiquettes. As mentioned by Hasegawa and Noronha (2014), being two countries from the Asian region Singapore and Japan share almost same vales for in their cultural lives. The business culture of Japan hugely integrated to the cultural norms and values of this nation. As mentioned by Wolf (2013), the Japanese people put great emphasis on upholding a formal relation within the workplace and organizational environment. Formals are hugely important for business meetings, both for the male and the female employees. The Japanese are very formal and ritualized. It is important to show the correct amount of respect and differentiate according to the status of the people. In Japan, maintaining the hierarchical structure and procedural behavior in dealing with the colleagues and the managerial executives is typically important. From greeting to negotiation, Japan concentrates on the maintenance of the code of conduct to pay respect to the hierarchical position of the management (Hasegawa Noronha, 2014). On the other hand, in the case of Singapore, the business attire depends on the occupation itself. However, they mostly prefer the formal attire in the workplace (Yeo Pang, 2016). In Singapore, small talks are common at the outset of a meeting, as they consider it as getting-to-know-you phase (Polevikova, 2013). However, the Japanese hold a rigid social attitude. The Japanese people prefer to be reserve in their social life, whereas the Singaporeans are more free and open. As discussed by Hasegawa and Noronha (2014), though both the countries maintain a formal attitude in the workplace, Singaporeans are more free and liberal than the Japanese people In both the countries, power structure is an important aspect of societal and organizational relation. In the corporate sector, both the countries maintain a code of conduct by putting regulation on behaving with the colleagues according to the power structure (Warner, 2014). As mentioned by Slater and Strange (2013), in Japan, bow is a traditional way of greeting by showing right respect to the people according to their status whereas Singapore maintains a casual handshake for greetings in the corporate meetings (Yeo Pang 2016). With a more free approach, the Singaporeans maintain a global greeting culture. Use of Hofstedes cultural dimensions: As discussed by Bergiel, Bergiel and Upson (2012), the cultural dimensions mentioned by Geert Hofstede are helpful in identifying the different cultural identities of various countries. With the five dimensions of cultural perspectives, the cultural distinctiveness of the country can be identified which would be helpful in managing business in that particular society by conforming to the cultural norms. The five dimensions for Japan: Power distance: As mentioned by Wolf (2013), in Japan, power distance holds a huge importance in the cultural dimensions. Here, the society is hierarchical and so does the organizational setup. The Japanese people are conscious about their hierarchical position in the social and organizational settings. As mentioned by Yang et al. (2016), a high power distance can be identified in the organizational culture of a Japanese company. Hence, it is important for a foreign company to know that the decision making process in a Japanese company will be moderately slow, as it depends on the hierarchal structure for the organization (van der Laan Yap, 2016). Individualism vs. Collectivism: The Japanese culture values the idea of collectivism in the social lives. As mentioned by Yang et al. (2016), the Japanese culture focuses on the co-operation not on the competition in the organizational set up. The Japanese people are group oriented and place more emphasis on harmony of a group. The Japanese companies tend to prize success of a group achievement than to individual success. However, as mentioned by Eckard Marchiori, Carraher and Stiles (2014), the Japan can be identified as moderately individualistic, as the Japanese people are famous for their loyalty to the organization, which is an Individualist decision. Hence, it is important for a foreign company that it will be hard for the organization to collect the individual feedback from its Japanese workforce, as they will be reluctant to affect the team harmony. However, a foreign company while working in Japan will surely experience loyalty and commitment (Park, 2014). Masculinity vs. Femininity: As mentioned by Bergiel, Bergiel and Upson (2012), the idea of masculinity explains that the society will be driven by competition, achievement and success. This side of dimension represents a preference in society for achievement, heroism and material reward for success; whereas a feminine society mostly emphasis on the value of caring for others and quality of life. As opined by Eckard Marchiori, Carraher and Stiles (2014), the Japanese society is hugely masculine with putting grate importance on the competition between groups. In the corporate settings, the employees are most motivated when they are fighting in a winning team against the competitors. They are driven for perfection and in production and material services. It will be helpful for the foreign companies to motivate the workforce in thriving for excellence. Uncertainty avoidance: A society rigid to the changes and prefers to be prepared to deal with the uncertain future can be identified as the uncertainty avoiding country (Bergiel, Bergiel Upson, 2012). In the corporate settings, the companies put huge efforts and time to identify the risk factors and the feasibility related to a certain project. As discussed by Wolf (2013), the Japanese have distaste towards uncertainty and emphasize arrangement as well as codes of behavior. Hence, the foreign companies need to make a formal and structured work culture with putting emphasis on the task specification. Moreover, while introducing change in ay sector of a business, the management needs to take time and mould the workforce to accept it. Long term/Short term: As mentioned by Bergiel, Bergiel and Upson (2012), this dimension examines the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historic short-term point of view. Japan is a long-term oriented society. In the corporate culture, there is a tendency investing in the RD and a focus on the higher own capital rate and steady market growth (Wolf, 2013). Hence, it is important for the foreign companies to lay strategies by concentrating on the future market trend and ensuring sustainability for the organization. The company needs to invest on the RD initiatives and indentifying the future market demand concentrate on the product and service development. Conclusion: Hence, it can be concluded that the Japanese business environment is typically conducive to the foreign business initiatives. With the liberal market, high GDP growth rate and strong workforce the nation is economically stable for successful collection of foreign investments. On the other hand, the cultural dimensions of Hofstede determine that the Japanese society believes on the long term business goals with clear strategic plan. Hence, it can be predicted that the plan of the author for investing in Japan will be successful indeed. References: Bergiel, E. B., Bergiel, B. J., Upson, J. W. (2012). Revisiting Hofstede's Dimensions: Examining the Cultural Convergence of the United States and Japan.American Journal of Management,12(1), 69. Crane, D., Kawashima, N., Kawasaki, K. I. (Eds.). (2016). Global culture: Media, arts, policy, and globalization. Routledge. Eckard Marchiori, B., E. Carraher, C., Stiles, K. (2014). 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