Salient Cultural Differences and Priorities between the USA and China

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Salient Cultural Differences and Priorities between the USA and China
Cross border business negotiations are faced with multiple challenges due to the variation that exist among the cultures of the parties undertaking the mediation activity. Such variations emerge from the traditions, histories and cultures of the parties fostering the conciliation activity. Therefore, the negotiating entities are at times faced with the temptation of adopting their conventional ways of initiating business activities in extraterritorial boundaries that embrace contrasting traditions, which may be interpreted as customarily inappropriate or discourteous by the natives. The historical backgrounds upheld by individuals play a crucial role in creating cultures that are rich and highly distinguished from those of their counterparts.
These cultural models are deeply intertwined in business activities involving parties drawn from different geographies and may impact the success or failure of the underlying transactional deals in often subtle ways. Pudelko presents a case of two business professionals; Mr. Jones and Mr. Wang who are chosen to represent their companies in a business negotiation. While Mr. Jones is adopted to represent the cultural viewpoints of Americans, Mr. Wang is included in the case study to reveal the cultural position of the Chinese in business negotiations. Both Mr. Wang and Mr. Jones depict multiple cultural variations in their areas of priority when undertaking the business negotiation process. The current study seeks to undertake a critical analysis of the salient cultural differences and priorities embraced by USA and China in business concessions by considering the dimensions taken by Mr. Jones and Mr. Wang. The study proceeds on the premise that the problematic dealings were not based on malice but were based on the salient cultural differences and priorities embraced by USA and China.
The significance of relationships in business negotiations
Social relationships play a crucial role in determining the efficacy of business negotiations. On the other hand, “Confucian principles have prevailed in Chinese society, with an emphasis on harmony, hierarchy, trust, loyalty and obedience. However, Chinese entrepreneurs may have to reconcile these Chinese traditional values with the harsh realities of modern economic life” (Dimitratos et al. 8). An analysis of the case study reveals that the Americans uphold the cultural belief that effective social ties need to be built after the contract is signed. The fact that Mr. Jones was surprised with the warm welcome shown by his Chinese host presents significant evidence for the aforementioned premise (Pudelko 50). There is evidence that Mr. Jones was deeply annoyed with the move taken by the Chinese business partners to keep his team ignorant about the schedule and agendas of the preceding days.
As noted by Mr., Jones, his team had “no idea of what we would be doing the next day, whom we were going to meet and talk to or even when the official negotiations would start… we became impatient also because my boss back at home called me every day” (Pudelko 50). The fact that Mr. Jones embraces an American culture that fosters the process of building social ties after signing the business contract acts as an avenue of supporting his displeasures. Comparatively, the Chinese counterparts uphold the cultural viewpoint that strong social ties would act as a leeway to a successful contract; an aspect that proves why they did not concentrate on futuristic endeavors. For instance, Mr. Wang registers his displeasure when he reveals that the Americans only thought of “their business presentation and kept asking when we could start the negotiations…without any understanding ...