https://search.dev.ndltd.org/etd/massey/oai:mro.massey.ac.nz:10179/6709
type: CreativeWork
name: Enhancing international business relationships : cultural sensitivity in negotiations : a thesis presented in partial fulfillment of the requirements for the degree of Masterate of Philosophy at Massey University
description: Cultural sensitivity is often equated with an "open-mindedness" with respect to different cultures and the willingness to understand the ways in which cultures differ. Researchers adopting this view describe various dimensions upon which people from different cultures vary and assert that managers must "understand" these differences (e.g., Hofstede, 1980; Triandis, 1982; Cateora, 1990). Cultural sensitivity is assumed when an individual is perceived to act appropriately in foreign cultures. This view emphasizes that the host's perceptions are paramount and, research to date relies heavily on anecdotes to illustrate the consequences of culturally insensitive behaviour (Kale and Burns, 1992). These researchers note that foreign partners can be upset by a counterpart neglecting cultural preferences. Further, when counterparts are perceived by their partners as behaving in a culturally sensitive manner they are able to develop quality and lasting relationships (Ford, 1980; Rosson, 1984). Recently, a body of literature has tentatively attempted to provide explanation of cultural differences in international business negotiations. Although previous studies have contributed to a greater understanding of such cultural differences, many of these studies are based on conceptual limitations, single country studies or anecdotal evidence which leaves open the possibility for unwise generalization and stereotyping. These factors diminish the insights that those studies offer for those involved in international negotiations. In addition to advancing theory, this research outlines factors that negotiators should consider to facilitate performance in international business relationships. Morgan and Hunt (1984) suggest that trust is the central construct in business relationships. In this research, it was proposed that Cultural Sensitivity, Communication, Dependability, and Customer Orientation increases trust between counterparts. This study was undertaken to investigate negotiator …
abstract: Cultural sensitivity is often equated with an "open-mindedness" with respect to different cultures and the willingness to understand the ways in which cultures differ. Researchers adopting this view describe various dimensions upon which people from different cultures vary and assert that managers must "understand" these differences (e.g., Hofstede, 1980; Triandis, 1982; Cateora, 1990). Cultural sensitivity is assumed when an individual is perceived to act appropriately in foreign cultures. This view emphasizes that the host's perceptions are paramount and, research to date relies heavily on anecdotes to illustrate the consequences of culturally insensitive behaviour (Kale and Burns, 1992). These researchers note that foreign partners can be upset by a counterpart neglecting cultural preferences. Further, when counterparts are perceived by their partners as behaving in a culturally sensitive manner they are able to develop quality and lasting relationships (Ford, 1980; Rosson, 1984). Recently, a body of literature has tentatively attempted to provide explanation of cultural differences in international business negotiations. Although previous studies have contributed to a greater understanding of such cultural differences, many of these studies are based on conceptual limitations, single country studies or anecdotal evidence which leaves open the possibility for unwise generalization and stereotyping. These factors diminish the insights that those studies offer for those involved in international negotiations. In addition to advancing theory, this research outlines factors that negotiators should consider to facilitate performance in international business relationships. Morgan and Hunt (1984) suggest that trust is the central construct in business relationships. In this research, it was proposed that Cultural Sensitivity, Communication, Dependability, and Customer Orientation increases trust between counterparts. This study was undertaken to investigate negotiator …
author: Armstrong, Mark
keywords: Business communication, Cross-cultural studies, Intercultural communication, Cultural sensitivity, International business negotiations, Business communication, Argentina, Business communication, New Zealand
date published: 1999
date modified: 2026-07-27T20:17:42Z
provider: Massey University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Massey University