Question 1

The British, German, and American businesspeople are found to fall in the middle of most scales for dimensions of negotiating behaviors.

Accepted Answer

British, German, and American businesspeople often exhibit a balance in their negotiating behaviors, not leaning too extremely towards any one style, which places them in the middle of most scales for dimensions of negotiating behaviors. This reflects a blend of direct communication, focus on task versus relationship, and flexibility in negotiation strategies.

Question 2

The behavior of the businesspeople in Asian countries tends to be similar in style.

Accepted Answer

The behavior of businesspeople in Asian countries varies significantly due to cultural, historical, and economic differences among the countries.

Question 3

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.

Accepted Answer

False

Question 4

Cultural differences in nonverbal behaviors are almost always hidden below our awareness.

Accepted Answer

Cultural differences in nonverbal behaviors, such as gestures, facial expressions, and personal space, are often not consciously recognized by individuals but influence communication and interactions subconsciously.

Question 5

Israeli business negotiators use the lowest percentage of self-disclosure, yet they also use, by far, the highest percentages of promises and recommendations.

Accepted Answer

Israeli business culture is characterized by directness and a focus on building relationships through negotiation, leading to a high use of promises and recommendations to foster trust and commitment, despite a lower tendency for personal self-disclosure.

Question 6

Disagreements among foreign team members, in the form of side conversations, are often followed by concessions to the other negotiating party.

Accepted Answer

Side conversations among team members during negotiations can indicate disagreements or the need for internal discussion. These internal discussions often lead to concessions as the team seeks to present a united front or adjust their position based on the internal feedback received during these side conversations.

Question 7

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.

Accepted Answer

These values are deeply ingrained in American culture and can lead to misunderstandings in international settings where different values might be prioritized. For example, the American emphasis on punctuality and competitiveness might clash with cultures that prioritize relationship building and a more collaborative approach to business.

Question 8

Generalizations about the negotiation style of a region are usually correct.

Accepted Answer

Generalizations about the negotiation style of a region can be misleading because negotiation styles can vary widely within regions due to cultural, individual, and situational differences.

Question 9

The Japanese business negotiation style comprises an infrequent use of no and you and facial gazing, as well as more frequent silent periods.

Accepted Answer

Japanese business culture emphasizes indirect communication and non-verbal cues, leading to less frequent use of direct negatives like "no," less personal language like "you," and more silent periods for contemplation, along with less direct eye contact to maintain politeness and respect.

Question 10

Individual personalities and backgrounds are of no relevance at the international negotiation table.

Accepted Answer

Individual personalities and backgrounds can significantly influence negotiation styles, strategies, and outcomes in international negotiations, affecting communication, trust-building, and the ability to reach agreements.

Question 11

Verbal tactics used during negotiations differ vastly across diverse cultures.

Accepted Answer

The answer of Verbal tactics used during negotiations differ vastly...

Question 12

Objectivity is key for negotiators working in China.

Accepted Answer

The answer of Objectivity is key for negotiators working in...

Question 13

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.

Accepted Answer

Japan's negotiation style is indeed unique and often involves a high context communication style, emphasizing non-verbal cues and the importance of building relationships and consensus before making decisions. This approach places them distinctively on or near the end of the scale in comparative studies of negotiation styles across different countries.

Question 14

The style of United Kingdom negotiators is the most aggressive of all cultures.

Accepted Answer

The style of United Kingdom negotiators is generally not considered the most aggressive of all cultures. British negotiation style is often characterized by politeness, a focus on fair play, and an emphasis on building long-term relationships rather than aggressive tactics.

Question 15

The egalitarian values of American society dictate that American sellers give complete deference to the needs and wishes of buyers.

Accepted Answer

Egalitarian values in American society promote equality and equal rights, but they do not dictate that sellers give complete deference to the needs and wishes of buyers. In a market economy, transactions are based on mutual agreement rather than one party completely deferring to the other.

Question 16

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.

Accepted Answer

In collectivistic, high-context cultures, the distinction between personalities and the substance of a negotiation is often blurred, as relationships and trust are considered integral to the negotiation process.

Question 17

Age and experience are known to affect the negotiation behaviors of individuals.

Accepted Answer

Research in psychology and organizational behavior has consistently shown that age and experience can influence negotiation behaviors, with older and more experienced individuals often displaying different strategies, confidence levels, and outcomes compared to their younger and less experienced counterparts.

Question 18

The variation across cultures is greater when comparing linguistic aspects of language than when the verbal content of negotiations is considered.

Accepted Answer

Cultural variations tend to be more pronounced in linguistic aspects, such as language structure, idioms, and non-verbal cues, than in the verbal content of negotiations, where there might be more common ground or shared objectives.

Question 19

Americans are lacking in foreign language skills more than most countries in international business negotiations.

Accepted Answer

Compared to many other countries, Americans often have lower proficiency in foreign languages, which can be a disadvantage in international business negotiations where multilingual skills are advantageous.

Question 20

In the age of the Internet and virtual conferencing, face-to-face negotiations are rare.

Accepted Answer

Despite the rise of the Internet and virtual conferencing, face-to-face negotiations remain common and are often preferred for their ability to build stronger relationships, facilitate clearer communication, and enable the negotiation of complex deals more effectively.

Quiz 19: Inventive Negotiations With International Customers, Partners, and Regulators