Negotiation and Culture - the Ericsson Case
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I need your assistance with the following:
Review the case study of Ericsson's negotiations with the Chinese telecommunications organisations. Drawing on the topics and theories that you have studied in this course, write a Discussion posting that describes what Ericsson did that was effective and what it did that was ineffective in its approach to cross-cultural management. In explaining your answer, make specific reference to at least two of the following cultural dimensions: communication, ethics, relationships, marketing, human resource management, and cultural characteristics (using any of the models - hofstede's, Hall, etc.) specific to the Swedish or Chinese culture.
Please use the attached article for referencing.
Thank you.
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Solution Summary
The expert examines negotiation and culture for the Ericsson Case.
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I have outlined a response. I did not directly reference anything in the article, so you could choose the things you feel were most important to address in how and why the negotiation worked as it did.
The Chinese, like other Eastern populations, build their business concerns around face and the concepts found in 'The Art of War.' This book gives strategies to win wars, but is perhaps the least read and used of the business strategy books in the West.
Right
Ericsson provided presentations in both Chinese and English. They used presentations to help the Chinese understand their sincerity about doing business in China. They appealed to the Chinese need for better technology and high quality with reasonable pricing. They lobbied well with the Chinese, providing the Chinese with information they could use to base trust in Ericsson on over the long term of partnership. They also extended the lobbying beyond just Beijing into all areas where the company intended to do business.
Ericsson did not assume they would have to present to a single group, but several. They did not become frustrated with having to repeat the presentation many times to both business and government authorities, nor did Ericsson become flustered when they had to present to the same group the same ...
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