한국 일본의 협상 문화차이 When Two Asian Negotiators Meet: The Korean and Japanese cross-cultural negotiation

 

When Two Asian Negotiators Meet: The Korean and Japanese cross-cultural negotiation

 

 

I. Introduction

One of most common stereotypes that non-Asians often generalize is that there are “the Asian styles” of negotiations. In-depth cultural analysis of negotiation cultures of Asian countries including China, Korea, Japan, Taiwan and so on prove that there also exist distinctive contrasts and differences in the Asian styles of negotiations (Graham, 1993). This paper will examine the negotiation styles and cultural differences between Korea and Japan based on empirical, historical and societal analysis of their business negotiation styles and suggest some negotiation tips when dealing with the Japanese.

 

II. The main aspects of Japanese culture

Non-Asians considering business with Asian companies might assume that Korean and Japanese negotiation styles to be very similar. However, at the practical level, their negotiation styles and cultures differ in many ways. When Korean businesses negotiate with the Japanese counterparts they should first be aware of the cultural aspect of Japan to better equip themselves with delicate nuances noticed in the negotiation. First of all, the Japanese culture respects hierarchy and rituals. The Japanese business group is usually comprised of employees at the working level, executives and a symbolic leadership figure. When this power balance is not respected and ignored, it would be difficult to build rapport and personal connection with the Japanese negotiators. Secondly, the Japanese culture is exemplified by Hall’s (1976) conceptualization of high-context cultures. They prefer long lasting relationships, and individuals feel safe and involved in a long-term abided relations and entities. They communicate by shared codes in a routine situation which makes outsiders feel a little uncomfortable before becoming personalized with the majority. This is sometimes distorted as forms of discrimination against minority groups, intolerances of differences, and bullying or abuse of those considered ‘outcast’ or ‘unfit’ in the group (‘izime’ in Japanese). Lastly, the Japanese culture, although change has been progressed, is still a male-dominant chauvinistic society. There are still fewer women in the executive level, and important decisions in the government and business are still dominated and declared by male figures. Those considering business relationships with the Japanese should have these distinctive cultural characteristics of the Japanese in mind.  

 

III. Assumptions about Japan

             The ability of the Japanese business expanding overseas for the last few decades has created this image of Japan commercially developed and as a formidable negotiator in the international arena. The Japanese are liked by their cordial gestures and pleasant consideration for others. And their love for traditions and rituals intrigues many Westerners. Interestingly, the same Japan has a different image among the Asian countries, more as a cruel, crafty and mystique figure owing to their memory of Japan as an ambitious and brutal colonizer during the Second World War. Koreans especially have uneasiness when dealing with the Japanese ambition. The reason that, despite this rather negative collective image of Japan, Korean businesses have built relatively secure, friendly and long-term relations with the Japanese counterparts is that in private business context, the Japanese value loyalty, trust, and sincere business relationships beyond mercenary purposes. Despite the lingering negative sentiments towards Japan as a nation, in the business world, the Japanese business partners are one of the most long-term, preferred, and reliable clients and partners of many Korean companies to this day.

            

IV. Cultural differences between Korea and Japan

Both Korea and Japan are high-context cultures in which relationship building matters more than written ｅxpressions and technicality. However, although they are both Asian countries, their cultural values and negotiation styles seem to differ to some extent. In fact, in the same Asian countries, differences in culture and negotiation styles are quite dramatic, and the non-Asians should remember to see the country itself as a unique cultural entity rather than presuming all Asian nations would have similar values. Going back to the differences between Korean and Japanese negotiation styles and cultures, one of the most striking differences would be their attitudes toward business matters in terms of explicitness. Korean negotiators tend to be a little more aggressive at the negotiation table and they do not hesitate to say "no" or to disagree with their counterparts. They are familiar with resorting to punishments and threats when trust issues are in question and tend to rush into the actual business to quickly get to the business point after personal gatherings and when involved negotiators feel they have built enough rapport.

On the other hand, the Japanese negotiators tend to spend much more time to "personalize" their relationships with their business partners, taking up to months before the actual business negotiation starts. Japanese business people tend not to voice their opinions out loud, and they rarely get angry or give words of commands or threats even in the midst of some contentious negotiation. They would rather remain silent at the negotiation table and then back off later if they feel the trust issue is in question. In this light, it is easily compared that the Korean culture shows emotion more immediately and genuinely than the Japanese. In business as well, Korean business people are more explicit when they disagree and agree, whereas it is difficult to read what the Japanese negotiators are thinking at the negotiation table. Japanese negotiators would constantly nod and say "yes" to every single statement that their counterparts make (even in languages other than the Japanese). However, this should not be interpreted as a sign of agreeing to the terms of negotiation. Instead, it is just a sign of the Japanese negotiator literally understanding what the other person is saying. one would be surprised to find out that when the Japanese business person who looked pleased, constantly nodding and saying yes decides to turn down the offer. What you see at the negotiation table, like non-verbal ｅxpressions and paralanguage themselves are just a part of the Japanese manners and rituals, often having little to do the actual outcome of the negotiation.

 

V. Understanding Japanese negotiation styles: Practical approach

What is it that distinguishes the Japanese negotiation style? In order to successfully approach the negotiation with the Japanese, Korean business people should acknowledge the following negotiation characteristics of the Japanese. First of all, Japanese negotiators like to personalize their business relationships and so they like to get together with the representative of the other company before agreeing to do business with them. This process can be more smooth and reliable in the presence of a middle person, mediator or a go-between who can vouch for integrity of those involved (Spoelstra and Pienaar, 1996, p. 238). Preliminary get-togethers involve a number of meetings, taking up to many months. Korean negotiators who like to see fast results should be careful not to rush into substantive business exchange before getting to know the Japanese counterparts personally. As a way to prepare the actual business relations, the Japanese representatives would ask a series of questions that appear to have no direct relevance to the topic of business.

Furthermore, the Japanese see negotiation "as a fluid process" expecting diligent preparation before the actual negotiation begins. (Martin and Herbig, 1999, p. 65). Instead of openly stating their views, the Japanese would prefer to infer the other parties' interpretation of the situation. This is perhaps why they use highly ambiguous language, often appearing to be inconsistent. Koreans who tend to be impatient should learn to take a wait-and-see approach instead of jumping into conclusions or rushing into sealing the deal. A sign of impatience and disrespect for long preparation and relationship building process can be regarded as a gesture of distrust and unprofessionalism by the Japanese negotiators. Korean negotiators should understand that the Japanese culture tends to favor silence and collectivism. Listening behavior and the asking of questions is preferred than making bold statements or acting progressively. Thus, being verbose and frequently interrupting the speaker is not highly regarded when doing business with the Japanese.

 

VI. Conclusion

The ability to see beyond culture is required in international business practices and relationships building. When the Koreans negotiate with the Japanese, they should overcome the cultural stereotypes and prejudice that hinder genuine business relations and create misunderstanding. When acknowledging the distinctive cultural and negotiation characteristics of Japan unique from other Asian countries, those interested in building business relations with the Japanese firms will be able to equip themselves to be culturally unbiased negotiators in the international market.

 

 - Juliana Lee

 

 

References:

 

Graham, J.L. (1993) ‘The Japanese Negotiation Style: Characteristics of a Distinct Approach’, Negotiation Journal, 9 (2), pp. 123 – 140 [Online]. Available from: http://www3.interscience.wiley.com.ezproxy.liv.ac.uk/cgi-bin/fulltext/119979637/PDFSTART (Accessed 20 July 2010).

 

Hall, E.T. (1976) Beyond Culture. Doubleday: Anchor Press.

 

Martin, Drew and Herbig, Paul. (1999) ‘At the table: Observations on Japanese negotiation style’, American Business Review, 17 (1), pp. 65-72 [Online]. Available from:

http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=1511283&site=ehost-live&scope=site (Accessed 19 July 2010).

 

Spoelstra, H. I. J. and Pienaar, W. D. (1996) Negotiation: Theories, Strategies and Skills Cape Town: Juta &Co.