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International business negotiations: do cultural differences matter? The case of India and Israel: research report

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  • Gideon Snir

Abstract

This article is a partial report of comprehensive research designed to explore whether cultural differences can explain the results of the business negotiations between Indian and Israeli private sector representatives. 205 active businessmen from both countries were interviewed regarding their mutual experiences. Cultural differences were found to be significant in various aspects of strategy adoption and outcomes, contributing to excessive stalemates in negotiations. The data offer insights into the procedures occurring in the 'black box' of cross-cultural negotiations. Support was found for the transactional normative model, which recognises sequences of changes in distributive and integrative strategies over time. Findings also support the theory of reciprocity where negotiators' behaviour was found to be influenced by the perceived behaviour of their partners. The results provide insights that may be used by international business policy makers to improve training and enhance the effectiveness of business negotiation.

Suggested Citation

  • Gideon Snir, 2014. "International business negotiations: do cultural differences matter? The case of India and Israel: research report," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 8(3), pages 361-386.
    • Handle: RePEc:ids:ijicbm:v:8:y:2014:i:3:p:361-386
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    Cited by:

    1. Raphael Schoen, 2021. "Lacking pluralism? A critical review of the use of cultural dimensions in negotiation research," Management Review Quarterly, Springer, vol. 71(2), pages 393-432, April.

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