How Arabians negotiate

 

 

Arabians have distinctive cultural patterns especially when they negotiate. Misunderstandings created by such cultural differences can be detrimental to business transactions. We all know that cultural blunders exist when interacting with any foreign countries or international firms. Despite the cherished desire for the Western culture and appearance, some Arabians maintain their distinctive negotiation styles that might surprise those not familiar with their cultural and religious background.

The Arabian culture has evolved over centuries with waves of migrations of people from outside, but the society still maintains its own Bedouin and tribal qualities (Ali, 2009, p. 128).

According to Ali (2009) Arabians tend to react positively to foreign negotiation partners who try to speak their language or give the impression that they make an effort to use it.

The growth of modern organization, however, does not automatically translate into the assumption that the Arabians would also practice the Western style of negotiation. The subjective notion of culture including norms, values and beliefs is a completely different story. At the social level, Arabians prefer direct eye contact and personalized interaction. They prefer to be treated with warmth and respect according to personal and societal reputations. The public image is apparently very important for most leaders and managers, and thus anyone doing with business with them should be aware of that.

Arabia is a high-context culture; therefore, the negotiation is influenced by not only clear verbal communication but also by contextual situation and nonverbal ｅxpressions. It is also a family-centered society. They would give more weight to family matters than private or public matters, so questions related to family could be a good way to break the ice (but only after a certain degree of rapport is created).

I think there are many more differences in negotiation styles and patterns when we directly compare two more nations and regions. Some factors are rendered by customary and social values, and others are created over time by other external factors and interplay between many attributes to cultural differences. What matters, I think, is to invest enough time to get to the culture and the organizational characteristics of the involved company as well as personalities of negotiators.

 

Reference:

Ali, Abbas J. (2009) Business and Management Environment in Saudi Arabia: Challenges and Opportunities for Multinational Corporations. Abingdon, Oxon: Tayor & Francis.

 

 

by Jules Lee

 

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