• Korea Trade Review
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• v.46 no.2
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• pp.229-243
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• 2021

This study aims to establish a research model to see how cultural differences affect negotiation outcomes. People from different countries tend to communicate in slightly different ways. So Recognizing the cultural differences in global businesses is an important preparation process and strategy. If such preparations are not made before doing business with companies in other cultures, many conflicts could arise in the negotiation process and even the negotiations could break down. Therefore, it is important to recognize cultural differences and establish appropriate strategies in international negotiations, and it is necessary to take a look at the factors that affect them one by one. For the purpose of this study, Cultural differences based on Edward Hall's context theory and Personal characteristics were set as moderator variables. and The EU countries(low context cultures) and the Korea(high context cultures) were sampled to study the effects of Negotiation strategy(Problem-Solving Approach).

• Korean Journal of Construction Engineering and Management
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• v.10 no.4
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• pp.3-13
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• 2009

When promoting BTL(Build Transfer Lease; below BTL) project, negotiation is a stage of examining observation and reflection of RFP(Request for Proposal below RFP) in terms with facilities, operating and financing. It keeps an important position in whole process. However, there is no consistent guideline or model which helps evaluating the result of negotiation. It is difficult to apprise the quantitative outcome after executing negotiation. Thus, this study presented the Value Engineering -based process and model of estimating the outcome of negotiation for the purpose of estimating and verifying the result of negotiation objectively, Evaluating factors of negotiation were classified into 6 fields, 38 divisions and 135 items, focused on cultural facilities on BTL project. Weight of every factor was estimated, and quantitative checklist was established. This study presented the model which could measure the outcome of negotiation. This result would be a critical checklist before negotiation on BTL project, an index of feedback during negotiation, and also a standard of estimating the outcome after negotiation.

• Korean journal of communication and information
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• v.46
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• pp.212-244
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• 2009

This study examined the effects of cultural factors and demographic factors on the perceived appropriateness and likelihood of using five categories of inappropriate negotiation strategies. Five categories of inappropriate negotiation strategies consist of traditional competitive bargaining, attacking opponent's network, false promises, misrepresentation of information and inappropriate information gathering. Two kinds of cultural variables, Hofstede's cultural dimensions and 'Chemyon' dimensions were used as universal, etic variables versus indigenous, emic variables. Survey result shows age and gender had significant effects only for traditional competitive bargaining, but gender and personal negotiation style did not have any effects for the inappropriate strategies. Hofstede's dimensions as well as Chemyon dimensions had significant effect for perceived inappropriateness and likelihood of using inappropriate strategies. While both Chemyon and Hofstede's dimensions were significant, Chemyon accounted for more variance than Hofstede dimensions in most cases. This suggests Chemyon's vital role in explaining Korean negotiators' perception and attitude towards inappropriate negotiation strategies. Implications of the results and future research are discussed.

• International Commerce and Information Review
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• v.12 no.2
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• pp.409-438
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• 2010

According to Sun Tzu's Art of War, "if you know yourself and your enemy you win hundred battles out of a hundred." This is also apply for international business field. International business negotiation will not be failed if you know counter party's behavior and understand their culture and customs. The cooperative approach is known as interest-based negotiation. Interest-based negotiation is particularly effective in a global business characterized by diversity. We often need to reach agreement with people who are different from us - culturally, ethnically, or economically. If we cannot get beyond the differences, they can create obstacles to agreement. To do this, we need to focus on the interests of the parties instead of on the parties' differences. Every culture has their own distinctive feature that the people from outside seems not understand but they must have the optimistic attitude which complies with. The purpose of this paper, from the point of view above, is to examine cultural differences that could make sure comparative advantage in business negotiation of the enterprises who eager to expand their market or to invest internationally. This paper especially shows cultural deferences among Korea, China and Japan in terms of business we must consider.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.66
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• pp.191-218
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• 2015

This research is, first of all, a theoretical study concerning 'conflict.' Only then, we could obtain ways in which we manage and resolve various problems arising from conflicts in business between Korean and Chinese companies. In doing this, we also tried to grasp cultural characteristics, or factors, in Chinese ways of carrying out negotiations that lead to conflicts with us. On the basis of these preliminary considerations, we developed practical techniques of conflict management and types of negotiation strategy. We thereby could suggest broader strategic implications for better performance in international business. Concretely, this research investigates techniques of conflict management and types of negotiation strategy. For such techniques and types, we suggest, (1) Sharing technique or reconciliatory compromising negotiation and its compromise strategy, (2) collaborative technique or cooperative negotiation and its win-win strategy, (3) competitive technique or competitive negotiation and its profit-seeking attack strategy, (4) accommodative technique or receptive negotiation and its relation-maintaining yield strategy, (5) avoidant technique or evasive negotiation and its indifference-showing avoidance strategy. This research contributes to promote understanding on negotiation culture of chinese corporate. and we provide the guideline of the conflict management and the insight for the efficiency strategy of chinese business negotiation. But, empirical data and statistical examinations should be added to our present research for the future prospective ones.

• The Mathematical Education
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• v.46 no.2 s.117
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• pp.173-192
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• 2007

We define mathematical learning as a process of overcoming framing difference of teachers and students, two main subjects in a mathematics class. We have reached this definition to the effect that we can grasp a mathematical classroom per so and understand students' mathematical learning in the context. We could clearly understand the process in which the framing differences are overcome by analyzing mutual negotiation of informants in specific cultural models, both in its form as well as in its meaning. We review both of the direct and indirect forms of negotiation while keeping track of 'evolution of subject' in terms of content of negotiation. More specifically, we discuss direct negotiation briefly and review indirect negotiation from three distinct themes of (1) argument structure, (2) revoicing, and (3) development patterns and narrative structure of proof. In addition, we describe the content of negotiation under the title of 'Evolution of Subject.' We found that major modes of mutual negotiation are inter-reference and appropriation while the product of continued negotiation is inter-resemblance.

• International Commerce and Information Review
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• v.9 no.4
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• pp.265-288
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• 2007

This study analyzed which conflict management norm was preferred according to unique cultural difference of nation and such conflict management norm influences on conflict management type in solving real conflict when conflict in organization occurs and such conflict norm had a preference and influence on conflict management type in solving real conflict through such conflict management norm. As the result, first, Korean managers showed still high attitude on group interest and aimed to negotiation. But they highly depended on control. Canada managers showed discussion norm of individual interest and performed conflict management laying stress on unity and negotiation. second, as for conflict management of negotiation, both Canada and Korea performed it on the based of his or her interest discussion and as for plural agenda unity positively influenced to unity conflict management in Korea but in Canada, attitude for the future negatively influenced.

• Journal of the Korea Society of Computer and Information
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• v.28 no.5
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• pp.39-47
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• 2023

The purpose of this study is to examine the progress of negotiations between the two countries regarding the implementation of AFKN's satellite broadcasting on October 4, 1983, as well as the opposition of domestic public opinion, which emerged as an important variable in the negotiation process. Through this, it was intended to lay the foundation for the historical facts necessary to interpret the negotiation process between the two countries over the implementation of AFKN's satellite broadcasting in the context of world history of cultural globalization. As a research method, the historical literature research method was used, focusing on archive documents stored in diplomatic archives. The study revealed that public opinion's movement toward cultural imperialism under domestic political conditions, which had authoritarian control over the media, served as an accidental factor to help carry out the regime's interests of regime protection. Through these findings, this paper interpreted that AFKN-TV's satellite broadcasting, which was implemented under the U.S. Department of Defense plan without the prior consent of the Korean government, clearly shows that Korea has been "semi-forced" into the U.S.-led cultural globalization order.

• Korean Journal of Rural Living Science
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• v.8 no.2
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• pp.173-187
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• 1997

The objectives of this study were to research the power structure of the conjugal decision making process between husbands and wives and how to go about analyzing these processes. Furthermore, to statistically survey the similarities the differences of these between the Japanese and Korean cultures. The subjects of the study were women over the age of 20. The Korean wives resided in Taegu, the Japanese wives in Kobe. The questionnaire destributed to these subjects was bi-lingual in both Korean and Japanese. The data results are as follows : The frequency of negotiation was highest when the wife conceived an idealistic balance in the magnitude of authority arld control between she and her husband. On average, those wives who make decisions their husbands through negotiation do not have as high of a magnitude of control and authority as their husbands. These women idealistically believe that a balance of magnitude and authority exists between them and their husbands. On the other hand, in relationships where decisions are made without negotiation, the magnitude of the wife's authority increases as she idealistically perceives herself as being more powerful than her husband.

• International Commerce and Information Review
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• v.17 no.3
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• pp.155-176
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• 2015

This study examines the close relationship between trust and global business negotiations. Kristen Blankley(2010) pointed out three level of trust impacting each negotiation stage: calculus-, knowledge-, identification-based trust. In this regard, the present study examines the relationship between each level of trust and the process of business negotiations by focusing on Canadians and Koreans who had business negotiation experience with Chinese counterparts. For Canadian respondents, calculus-based trust and identification-based trust didn't have significant effects on the negotiation atmosphere, whereas they did for Korean respondents. For Canadian respondents, knowledge-based trust had the greatest effect on each step of the business negotiation process.