The ethical and unethical tactics of negotiation strategy will be discussed in this section. These two strategies are the methods of argument which are influenced by the negotiator’s moral principles or the values of a society which can be indicated by individualistic-collectivism (Hofstede, 1980). The following section discusses the categorisation of ethical and unethical tactics, the effectiveness of these strategies will be evaluated based on different culture. Interaction between different cultures as well as recommendation for these two power strategies will also be discussed. Situational factors influencing the application of tactics will also be mentioned in the latter part of this section.
Across various literatures, there are different …show more content…
Ethical tactics may not be effective at collectivistic and high power distance country, such as China because its collective community relationship is more important to their people, thus political influences and tolerance towards unethical standards is higher (Hofstede, 1980).Chinese may hardly appreciate or feel glad that the other party has strictly follow the ethical standard and no make any effort to build relationship before negotiation. This is because building fundamental trust before negotiation is important to Chinese as Chinese used to establish networks to initiate business negotiation (Schuster and Copeland, 1996). Chinese may misunderstand that the opposite party is not interested to this deal when adhering to ethical tactics. Hence, ethical tactics is ineffective but is acceptable at the collectivistic and high power distance …show more content…
Negotiator from higher ethical standard can try to build appropriate relationship with the other party if building relationship is very important to their culture and create opportunity for future collaboration. However, if it is offended and cannot be communicated, then the negotiator has a moral right to take hard position to protect himself/ herself when confronted with an unethical opponent (Carson, 1993; Dees and Cramton, 1991).In contrast, negotiator from lower ethical standard should raise their ethical standard and use less unethical tactics to show respect to the opponent (Morris et al., 1995). The adage “When in Rome, do as the Romans do.” reflects the license that negotiator feel in changing their behavior when other culture is dominant or in order to increase the efficiency pf negotiation process (Weiss,
Across various literatures, there are different …show more content…
Ethical tactics may not be effective at collectivistic and high power distance country, such as China because its collective community relationship is more important to their people, thus political influences and tolerance towards unethical standards is higher (Hofstede, 1980).Chinese may hardly appreciate or feel glad that the other party has strictly follow the ethical standard and no make any effort to build relationship before negotiation. This is because building fundamental trust before negotiation is important to Chinese as Chinese used to establish networks to initiate business negotiation (Schuster and Copeland, 1996). Chinese may misunderstand that the opposite party is not interested to this deal when adhering to ethical tactics. Hence, ethical tactics is ineffective but is acceptable at the collectivistic and high power distance …show more content…
Negotiator from higher ethical standard can try to build appropriate relationship with the other party if building relationship is very important to their culture and create opportunity for future collaboration. However, if it is offended and cannot be communicated, then the negotiator has a moral right to take hard position to protect himself/ herself when confronted with an unethical opponent (Carson, 1993; Dees and Cramton, 1991).In contrast, negotiator from lower ethical standard should raise their ethical standard and use less unethical tactics to show respect to the opponent (Morris et al., 1995). The adage “When in Rome, do as the Romans do.” reflects the license that negotiator feel in changing their behavior when other culture is dominant or in order to increase the efficiency pf negotiation process (Weiss,