HomeResearch & Knowledgeback to HomeNegotiationback to Research & KnowledgeConducting cross-cultural negotiationsback to Negotiation

Case Study

Conducting cross-cultural negotiations

By Michael D. Watkins

12 pages

September 2024

Order this case study

Reference: IMD-7-2600

This note explores key aspects of cross-cultural negotiations, providing a framework and strategies for conducting successful international transactions. It begins by highlighting the importance of understanding cultural differences in negotiations, focusing on seven key areas: • Communication style • Decision-making processes • Attitude toward time • Relationship expectations • Power distance • Risk tolerance • Emotional display These dimensions are illustrated through comparative examples of negotiations between the UK and Netherlands, and Saudi Arabia and China, demonstrating how cultural differences can impact business interactions. The note then details practical strategies for preparing and conducting cross-cultural negotiations. Key strategies include: • Cultivating cultural intelligence (CQ) • Active listening and adapting communication styles • Building rapport and relationships • Managing expectations • Finding common ground and shared interests • Embracing flexibility in approach A cross-cultural preparation checklist is included covering aspects such as communication style, relationship expectations, time orientation, decision-making processes and logistical considerations.

Learning Objective

Identify key areas of cultural difference that impact international business negotiations
Develop strategies for effective preparation and communication in cross-cultural settings
Apply cultural intelligence techniques to adapt negotiation approaches for diverse contexts
Utilize a cross-cultural preparation checklist to enhance negotiation outcomes in global business

Keywords

Negotiation, Global Business, Leadership, Cross-cultural Management, Cultural Awareness, Communication

Type

Generalized Experience

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Case Study

HP Amplify Impact A: Channeling partners for change

Sustainability Leadership

By Heather Cairns-Lee, Julia Katharina Binder and Valerie Keller-Birrer

Podcast

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Innovation Leadership Strategy

By Alyson Meister and Marc Maurer

in I by IMD

Article

Le P-DG a fait un burn-out. Et maintenant ?

Les études de cas de HBR sont basées sur des problèmes vécus par des dirigeants d’entreprise et proposent des solutions d’experts. Celle-ci est tirée de l’étude de cas de l’Insead « Stress and the City (A&B) : Antonio Horta-Osorio, CEO of Lloyds B...

Leadership Organizational Behavior

By Jean-François Manzoni

in HBRFrance.fr

8 July 2025

Article

Mind games: How to train your brain like you would your body

According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity.  Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT methodology, to train...

Leadership

By I by IMD

in I by IMD Brain Circuits

8 July 2025

Podcast

Halfway 2025: How to read two quarters under Trump 2.0 - IbyIMD

Richard Baldwin explores Trump-era economic chaos, future trade and tariff impacts, and how businesses can reduce risks across regions and sectors.

Economics Global Business Politics

By Richard Baldwin

in I by IMD

Article

Eight lessons to navigate career growth - Susanne Hundsbæk-Pedersen

Susanne Hundsbæk-Pedersen, Global Head of Pharma Technical Operations at Roche, shares how she has navigated the various pivots in her career, and the importance of curiosity, optimism and energy.

Entrepreneurial Talent - Boundary Spanners

Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your ‘boundary spanners’.

Prevent Employee Burnout - Growth Mindset

Stress can trigger fixed thinking and fear-driven reactions that accelerate employee burnout. Learn how to shift to a growth mindshift and break the cycle.

Leadership Talent Management

By Susan Goldsworthy

in I by IMD

Article

Why Mark Zuckerberg and Meta can’t build the future

Last week, a notification flashed. “Add your email address for extra security,” my phone chirped. It was from WhatsApp. I stared at the screen, a single question forming in my mind: Security? Or surveillance? I tapped “No.” The feeling wasn’t ange...

Strategy Leadership

By Howard H. Yu

in The Star

1 July 2025

HP Amplify Impact B: From launch to legacy

By Julia Katharina Binder and Heather Cairns-Lee
Case reference: IMD-2695

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD