By Ingemar Dierickx,
Professor of Strategy and Management at INSEAD.

Negotiating Globally is an ambitious book. To my knowledge, this is the first book that tries to combine the teachings of literature on negotiation with research on cultural differences conducted by academics like Geert Hofstede and Fons Trompenaars. In this sense, it views generally accepted negotiation principles from an original angle. Another strength of the book is that it goes beyond mere anecdotes. The examples presented are analyzed systematically to emphasize the cultural dimensions behind the various obstacles to successful negotiation.

Nonethless, I found the book rather tedious. This illustrates the significant value Manageris adds by highlighting what is truly useful in a text that I feel is much too long and repetitive.

I also feel several methodological points merit criticism. In addition to analyzing the work of other researchers, the author frequently refers to original research conducted by Kellogg University. However, insufficient academic discipline was applied in this work. The test population of students from Kellogg University’s “International Executive Master’s Program,” is too small and not sufficiently representative. These subjects are not necessarily representative of the business world at large in their respective countries of origin. Moreover, the analyzed negotiations are simulations, not real situations. Finally, the sources cited by the author are far from exhaustive. While references to publications by Kellogg University abound, it is regrettable to note the absence of several major works, specifically some by Harvard Business School. The resulting impression of bias that this creates undermines the credibility of the message.

I would like to contribute one nuance to the message communicated by the author. The precept of “When in Rome, do as the Romans do,” should be considered with prudence for several reasons. First, using the weapons of your adversary does not ensure superiority. Second, “You can’t fight mother nature.” Indeed, it is crucial to be authentic. To remain credible, “to thine own self be true”. So how does this facilitate intercultural negotiations? The key is tolerance. Work on self-understanding to anticipate behavior that might irritate negotiators from other cultures. Respect others and accept that they may not behave as expected. Make behavioral adjustments to avoid offending others, and just use basic good manners!

I would like to emphasize a point that the author illustrated particularly well, i.e. the difference between direct and indirect communication and the need to be more attentive to the context when dealing with indirect cultures. Negotiators from direct communication cultures, such as Americans and Germans, could benefit from learning how to play upon the context of relationships to get their messages across better. Negotiators from opposing cultures will effectively be more convinced by the conclusions they personally draw from the context than from simple direct statements.

The upside of this book lies essentially in its educational value. It encourages readers to question their own approach, rather than perceiving it as the one and only way to see things.

[Reading Tips] [Critical commentary] [Further readings]

• Negotiating Rationally
  M.H. Bazerman, M.A. Neale – Prentice Hall.
  (Book and Manageris synopsis 24a)
• Riding the Waves of Culture
  F. Trompenaars –Irwin.
  (Book and Manageris synopsis 29b)
• Cultures and Organizations
  G. Hofstede – McGraw Hill.
  (Book and Manageris synopsis 28b)
• Managing Across Cultures
  S. Schneider, J.L. Barsoux – Prentice Hall.
  (Book and Manageris synopsis 54b)