國際商務談判（英文版）-課件 Topic 6 Trust-Relations-Ethics

Topic6:

Trust,RelationshipandEthicsinInternationalBusiness

NegotiationInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletodevelopwaystobuildandmaintaintrustinnegotiations;understandtheimpactofrelationshipsonnegotiations;knowunethicalandcontroversialnegotiationtacticsandbehaviors;describecriteriaforethicaldecision-making;developwaystodealwithunethicalnegotiationstrategies.2LessonPlanPart1Trust,RelationshipandEthicsinInternationalBusinessNegotiationPart2CaseStudy:AcquisitionNegotiationBetweenShandongMSteelGroupandThaiSF1.TrustinNegotiation(談判中的信任)UnderstandTrustBuildTrustMaintainingTrust

41.1UnderstandTrustDeterrence-BasedTrust(基于威懾的信任)Knowledge-BasedTrust(基于了解的信任)Identification-BasedTrust(基于認同的信任)6Researchersusuallybelievetherearethreetypesoftrust:1.2BuildTrustFocusonCommonInterests(著眼于共同利益)MakeAdequatePreparationinAdvance(提前做好充分準備)Applythe“PrincipleofSimilarityAttraction”(運用“類似吸引原則”)IncreaseMutualFamiliarity(增加彼此的熟悉度)6Majorstrategiesforestablishingtrustincludethefollowing:1.3MaintainingTrustCreatea“BufferZone”(建立“緩沖地帶”)IdentifyNegotiationTargets(明確談判目標)BuildaLong-TermPerspective(建立長遠眼光)6Tomaintaintrust,weshallpayattentiontothefollowingsinnegotiations:2.RelationshipsinNegotiation(談判中的關系)Relationshipscanbecategorizedinto:Friendship(朋友關系)BusinessRelationship(商業(yè)關系)EmbeddedRelationship(嵌合式關系)

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ACombinationofFriendshipandBusinessRelationship82.1Friendship(朋友關系)Thevaluepreferencebetweenfriendsandbusinesspartnersisdifferent.Thestandardsoffairnessforfriendsandthoseforbusinesspartnersaredifferent.Whilenegotiatingwithfriends,itisdifficulttoreachanoptimalagreement.52.2BusinessRelationship(商業(yè)關系)Weareunabletochooseourbusinesspartners.Inbusinesspartnerships,statusandhierarchicaldifferencesarecommon.52.3EmbeddedRelationship(嵌合式關系)Thisrelationshipoffersthebenefitofreducedcoordinationexpenses,butitcanalsocausenewissues:Thereisnoemotional“bufferzone”inanembeddedrelationship.Theremaybevalueconflicts.Ifwechoosetodobusinessexclusivelywithpeopleweknow,informationmayberelativelyisolatedandwemaybecomeshortsighted.53.EthicalConsiderationsinNegotiation

(談判中的道德規(guī)范問題)QuestionableNegotiationBehaviorsMotivesforUnethicalNegotiationBehaviorsEthicalChallengesinCross-culturalContextsTheCriteriaforEthicsinNegotiationsDealingwithUnethicalBehaviors123.1QuestionableNegotiationBehaviors(有爭議的談判行為)Lying(說謊）RenegingonNegotiatedAgreements(違背談判協(xié)議)NickelandDiming(蠶食策略)GoodGuyandBadGuy(黑白臉)Cherry-picking(摘櫻桃)Traditionalcompetitivebargaining(討價還價)Improperinformationgathering(不正當信息收集)Fakingemotions(表達不真實情緒)63.2MotivesforUnethicalNegotiationBehaviors(不道德談判行為產生的原因)BoundedEthicality(有限道德)IllusionofSuperiority(優(yōu)越感錯覺)Overconfidence(過度自信)63.3EthicalChallengesinCross-culturalContexts(跨文化語境下的道德規(guī)范挑戰(zhàn))Negotiatorsshouldfullyunderstandtheircounterparts'culturalbackground,assessthepotentialethicalrisks,anddevelopmeasurestomitigatetheserisks.Itisessentialforcross-culturalnegotiatorstobeawareoftheirownethicalbottom-line.Neverassumethatpersonsfromthesamecultureadheretothesameethicalnorms.53.4TheCriteriaforEthicsinNegotiations(談判中倫理道德的判準)PutYourselfinOther’sShoes(換位思考)PublicTrial(公眾審判)Third-partyStrategy(第三方策略)RoleModels(行為榜樣)63.5DealingwithUnethicalBehaviors(不道德策略的應對)RecompenseInjurywithJustice(以德報怨)MaketheRule(制定規(guī)則)HoldBack(按捺不發(fā))6LessonPlanPart1Trust,RelationshipandEthicsinInternationalBusinessPart2CaseStudy:AcquisitionNegotiationBetweenShandongMSteelGroupandThaiSFCaseStudyNowweapplywhatwehavelearnedtoanacquisitionnegotiationbetweenShandongMSteelGroupandThaiSF.19ShandongMSteelGroupThailandSiamFittingsLimitedCaseStudyPleasereadthecasebackground,anddiscuss:Howwilltrustandrelationshipbetweenthetwonegotiatingpartiesaffectthenegotiationprocess?AsanegotiatorfromMGroup,whatpreparationsdoyouthinkyoushouldmaketobuildtrustandcommunicateeffectivelywiththeforeignside?20CaseStudyPleaseread“processandstrategies”,anddiscuss:Basedontheplanningdocumentandspecifictactics,canyousummarizethegeneralstrategiesoftheChinesesideinbuildingtrustwiththeThaiside?Canyouthinkofothertacticstoenhancethetrustbetweenthetwoparties?Whatarethepossibleconsequencesofunethicalnegotiationtactics?Whymaynegotiatorsgetintomoreethicaldilemmasincross-culturalnegotiations?Whatdoyouthinkshouldbedonetowardoffotherparty’sunethicalbehaviors?Whatshouldyoudoiftheotherpartyusesunethicaltactics?21CaseStudyPleaseread“agreementandreflection”,anddiscuss:WhateffortshaveSiamFittingsmadetoadapttothelocalbusinessenvironmentaftertheM&A?HowdidMdealwiththerelationshipwithvariouslocalstakeholders?Whatkindofpositiveimpactmaytheseeffortsandpracticeshaveonthefuturedevelopmentoftheenterprise?22Summaryand