Business Negotiating between Thailand and Japan

1 Introduction

Nowadays, global business is increasingly thus many modern companies are seeking for opportunities in the area of international market. In order to success in global business the negotiators team of the company have to be competent to deal with negotiating in different culture.

In global business the negotiators have to cope with other negotiators team from different culture which means they have to develop skills and learn to understand other cultures behaviours (Mead, 1994).

Even though, the relationship between Thailand and Japan is harmonious however, in the area of global business there was a report which reflect some negative view point from Japanese manager about Thai’s management behavior (Sriussadaporn, 2006).

This report will elaborate the certain key areas to suggest our negotiation team (Thailand) for example, culture profile, management styles and how to improve cultural intelligence so as to avoid any failures which might occurs between the negotiations.

2 Cultural profiling between Thailand and Japan

In order to understand the cultural profiling between the home country Thailand and Japan this report will do the cultural comparisons between Thailand and Japan which has been made based on the analysis of two well known models; these are Geert Hofstede model and Fons Trompenars model.

2.1 Hofstede model:

Hofstede’s model is a well known analysis model for cross cultural study this model also known as the four dimensions culture. Hofstede has defined culture as the collection of values, beliefs and custom to reflect characteristics of a human group, he defined value of culture by the four dimensions: power distance, uncertainty avoidance, individualism, and masculinity (Holt, 1998).

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...owledge to set an effective strategy to resolve cross cultural problems (Livermore, Ang, Dyne, 2009).

6.2.4 Behavioral CQ:

The behavioral CQ is the most important part of the four factor, this factor is a capability to know how to act appropriately when crossing cultures, behavioral CQ also refer to how to know when we have to accommodate with other cultures or not to do (Livermore, Ang, Dyne, 2009).

7 Improving cultural intelligence in our negotiating team (Thailand)

It is important to make a recommendation for our negotiation team in order to improve cultural intelligence to success in a business negotiating.

Thus, it is essential to our team to understand Japanese culture so as to get a background of Japanese’s aspect from their culture in order to avoid a conflict during a negotiation (Gelfand and Imai, 2010).