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Jingdong book

全球谈判:跨文化交易谈判争端解决与决策制定

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全球谈判:跨文化交易谈判争端解决与决策制定

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对多国网络组织的管理工作来说,具有文化敏感性的谈判技巧越来越成为一种必需。本书将有助于管理者和专业人士获取知识并发展出当今全球商业环境中不可或缺的谈判技巧。
——雅克·蒂鲍(Jacques Tibau)
布鲁塞尔比利时联合化工集团管理发展部
要解决与合资方的争端吗?要与软件供应商达成交易吗?要领导多文化团队吗?本书将帮助你开发适合所有这些情形的具有文化敏感性的谈判与冲突管理策略。
——威廉·P·霍布古德(William P. Hobgood)
联合航空公司人员部高级副总裁
在日趋全球化的世界中,很少有比跨文化谈判更关键或更令人迷惑的课题。本书为所有从事达成交易、解决争端或仅与来自不同文化的人共同制定决策的人们提供了大量的数据、深入的分析和行动的建议。
——威廉·尤里(William Ury),《达成一致》(Gteeing to YES)的合著者、《第三边》(The Third Side)的作者
珍妮·M·布雷特首创了凯洛格管理学院的谈判课程,现在她与北美、欧洲、亚洲和中东的管理者合作,把它扩展到了全球。她所提出的行动建议为全球谈判提供了深入独特的见解。
——唐纳德·P·雅各布(Donald P. Jacobs)
西北大学凯洛格管理学院研究生院院长
Content Description

在日趋全球化的商业环境中,即使是最简单的谈判也可能会由于文化误解而破裂,本书是谈判桌上跨越文化边界时的最易上手的案头参考书。国际著名谈判学家珍妮·M·布雷特教授提供了一个清晰的框架,引导管理者跨越文化边界、达成增值交易、解决争端、维持关系并制定在全球实施的决策。
本书阐述的都是有关如何成功地进行跨越民族文化边界的谈判。它解释了文化如何影响谈判,以及谈判人对何时谈判和如何谈判所作的假定。它讨论了文化如何影响谈判人的利益、优先事项以及谈判策略,即谈判人展开谈判的方式。它解释了对峙、激励、影响和信息策略如何因文化而变换。它为交易、争端和决策必须跨越文化边界的谈判人提供了策略建议。
本书共分为7章,第1章为理解文化如何影响交易合约谈判、争端解决谈判和多文化团队决策谈判打基础;第2章提出了跨文化交易谈判的具体建议;第三章从达成交易转向解决争端;第4章的中心是多文化团队;第5章描述了社会困境的不同类别以及如何利用心理学来管理社会困境;第6章利用现实世界的例子为策略建议铺设舞台;第7章探讨西方谈判策略是否会像英语统治全球通讯那样很快地统治全球谈判的问题。
本书所包含的建议不仅适用于希望从事跨文化边界谈判的管理者和学习管理的学生,而且也适用于关注全球环境中的经济发展的律师和学习法律的学生,以及政府官员和学习公共政策的学生;全球谈判出现在多种法律环境中,国际性机构以及国家性和地方性政府官员常常开展跨越文化边界的谈判;律师、政府官员和管理者都需要掌握全球谈判的专业技巧。
如果你必须在多文化环境中谈判交易、解决争端或制定决策,本书就正是为你所写;如果你曾接受正规的谈判培训但尚未接受正规的文化培训,你就会发现,诸如“谈判影响力”和“利益”这些熟悉的谈判老概念在不同的文化中有不同的含义。本书将扩展你对在全球环境中谈判的已有认识。如果你尚未接受正规的谈判培训,本书将向你介绍谈判的所有基本概念并解释在不同文化场景中的应用。
Author Description

珍妮·M·布雷特(Jeanne M. Brett)国际谈判学权威,美国西北大学凯洛格管理学院研究生院(J.L. Kellogg Graduate School of Management, Northwestern University)争端解决研究中心的主任和创始成员,获小德威特·W·巴查南(DeWitt W. Buchanan Jr.)争端解决与组织杰出教授称号。她把所有时间都花在研究、讲学和咨询全球环境中的谈判策略上。布雷特还是《解决争端——降低冲突成本的制度设计》(Getting Disputes Resolved: Designing Systems to Cut the Costs of Conflict, Jossey-Bass,1988)一书的合著者。
Catalogue

第1章 谈判与文化:一个框架…………………………………………………1
谈判的基本原理…………………………………………………………………2
文化与谈判………………………………………………………………………5
文化与谈判策略:复杂的联系…………………………………………………15
第2章 交易谈判…………………………………………………………………19
成功与拙劣的交易……………………………………………………………20
达成整合性与分配性协议:一个例子………………………………………22
整合性与分配性协议的谈判…………………………………………………27
跨文化谈判高手………………………………………………………………49
第3章 争端解决…………………………………………………………………53
要求为何会被提出与被拒绝…………………………………………………53
要求是如何被提出与被拒绝的………………………………………………54
跨文化的争端解决……………………………………………………………55
争端解决的程序………………………………………………………………68
卓越的争端解决者……………………………………………………………85
第4章 多文化团队中的决策制定与矛盾管理…………………………………89
多文化团队中冲突的来源……………………………………………………90
制定高质量的决策与跨文化团队冲突的管理………………………………93
高效的多文化团队 …………………………………………………………105
结论……………………………………………………………………………107
第5章 社会困境…………………………………………………………………110
社会困境的形式………………………………………………………………110
社会困境的管理………………………………………………………………112
结论……………………………………………………………………………115
第6章 谈判桌上与谈判桌边的政府……………………………………………117
跨文化谈判中的政府利益……………………………………………………118
政治与经济的稳定……………………………………………………………123
官僚主义的权力………………………………………………………………126
处理腐败………………………………………………………………………127
关于跨文化谈判中做出合乎道德标准的决定的建议………………………129
在跨文化谈判中解决争议的法律保证………………………………………131
结论……………………………………………………………………………132
第7章 文化问题…………………………………………………………………134
利益与优先事项………………………………………………………………135
谈判策略………………………………………………………………………135
全球谈判高手…………………………………………………………………138
词汇表………………………………………………………………………………139
术语表………………………………………………………………………………144
Book Abstract

章 谈判与文化:一个框架
当前苏联的外国投资达到鼎盛的时候,英国BP石油公司(BP PLC)花费了4.84亿美元购买了西丹克公司(Sidanko)10%的股份,西丹克公司是俄罗斯最大的五家石油公司之一。18个月之后,BP石油公司就进入了破产程序,遭遇了一场接管战,结果BP石油公司的投资都化为乌有。这一交易出了什么问题?BP石油公司努力在新兴市场中立足的过程中显然忽略了谈判的基本原理和文化问题。原来,一位亲西方的年轻银行家经营着西丹克公司,他有非常好的政治关系。他用4.7亿美元使这个公司私有化,这个价钱只比BP石油公司用来购买10%的股权、20%的投票权和几个高层管理职位的出价低了一点点。很明显,BP石油公司想要染指西丹克公司的油田,但不幸的是,它的谈判不到位,没有得到足够的影响力接管公司并使自己盈利。根据一位长期追踪前苏联外国投资的评论家的观点,BP石油公司高层管理者的指示没有得到执行,原因是由于文化的影响使前苏联方管理者不愿意执行,或是前苏联方管理者得到了别人的指令不要执行。 BP石油公司最后要对峙的是一个顽抗的债权人,他拥有西丹克公司4.5亿未清偿债务的一部分,他也想要得到那些油田。
当像BP石油公司与西丹克公司之间的这样一宗跨越文化交易产生争端并出现预算外成本时,文化常常是罪魁祸首。本章为理解文化如何影响谈判奠定基础。它首先描述谈判的基本原理,即跨文化谈判中共同具有的那些谈判要素,然后再描述文化并解释文化如何影响谈判。 谈判的基本原理
当你询问世界各地的人们听到谈判这个词的时候脑海里反映的是什么,多数人会描绘某种市场,两个人在其中交换一系列的提供物。在他们的答案中隐含着一个假设:一项交易合约正在形成,这两个人是直接交谈的(尽管交谈的媒介可能是电子媒介),他们讨价还价是为了分一块资源总量既定的蛋糕。然而,谈判并不仅限于总量既定的资源直接达成交易的合约。在各种文化中,人们也为了解决争端和制定团体决策而谈判。当谈判者达成协议的时候,资源总是被分配给各方,但可供分配的资源总量却不一定是既定不变的。谈判的基本原理包括人们谈判的情形和所达成协议的类型。谈判的类型
各种类型的谈判之所以出现是因为人们认为双方的目标是不一致的。当人们认为自己是(或可能是)独立的但又与对方有冲突,他们就自然地选择谈判去设法解决冲突。BP石油公司的谈判者想以尽量低的价钱购买西丹克公司。西丹克公司的谈判者却想通过向外国石油公司出售股份筹集资本,从而得到尽可能高的价格。BP石油公司和西丹克公司之间交易谈判(deal-making negotiations)所要达成的交易条件必须比任何一方与别人谈判得到的结果更优惠,尽管双方的目标是冲突的。当群体或团队试图制订决策时,冲突往往就是潜台词。BP石油公司在西丹克公司的最高管理层安插了管理人员,但这些管理人员没有足够的力量影响高层制定决策的谈判(decision—making negotiations)。当BP石油公司认识到自己的工作目标并没有被实施时,它提出了一系列的要求(claims),要求享有更多的管理控制权。当它的要求被拒绝时,解决争端的谈判(dispu te reso1ution negotiations)随之而起。达成交易、制定决策和解决争端的谈判在所有文化中都会出现。然而,由于文化会影响谈判者达成交易、解决争端和制定决策的方式,它也会影响这些谈判随后所达成的协议。P1-2

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About the brand

Jingdong book