Indian negotiation style Introduction Negotiation defines a discussion between parties, with a common objective of attaining an agreement. The scope of negotiation that depends on people’s personalities and hence culture however identifies differences in negotiation techniques across diversified cultures. With my dissertation on Indian negotiation styles, I seek to justify my research topic and to discuss a similar dissertation.Justification of the research topicCommunication is a fundamental process to the general scope of interpersonal relationships because of its role of facilitating understanding between involved parties. Its significance in business negotiations is however more important because it not only establishes understanding, but it derives advantages to the negotiating parties and the better a party can negotiate, the more benefits are derivable from the process. The research topic that explores negotiation strategies in the Indian culture is therefore important to stakeholders to international business involving the country, and its exploration promises a base for understanding communication strategies within the country’s culture. The research topic is further important, and therefore worth exploration, because of the Indian expanding economy that has become a center for international trade. International business entities have consequently shifted their attention to the country for either market for their products or for resources for production, and negotiation for better contracts is essential (Misra, 2009). Existence of diversified players from different countries with different culture further identifies the significance of culture on business negotiation in the country. Bowie’s exploration of the relationship between culture and business relations identifies awareness of communication styles across different nations as a factor to successful business relationships in the cultures. The author explains that such cultures are different across countries to indicate that a business negotiation between parties from different countries requires the parties understanding of each other’s culture (Bowie, 2007). An expression’s meaning in one culture may be different from its perceived meaning in another culture as has been noted in business negotiations between American managers and their counterparts from Asia and Middle East (Hooker, 2008). A study of negotiation strategies and traits in Indonesia has also identified the significance of understanding the country’s culture in order to benefit from business negotiations (Gray, 2010). Similar observations have also been made in China in which an understanding of natives’ culture based communication strategies facilitates successful business negotiations (Zhu and McKenna, 2007). No empirical study however exists on the effect of Indian culture on business negotiation in the country. Strategies to successful business negotiations from a cultural perspective, in India, are therefore unknown. The problem is therefore lack of knowledge among international business negotiators on appropriate cultural strategies for negotiating in India. Solving the problem by identifying elements of the country’s culture that affect business negotiations will benefits international managers in their negotiations in the emerging economic giant. Discussion of a similar dissertationMy selected dissertation is Torres’ research on Chinese negotiation styles in international business negotiations. Similarities between the study and Walden’s doctoral studies include dissertations chapters: introduction of the problem, literature review, methodology, results, and discussion, conclusion, and recommendation. The article also contains completed IBR documents that are also components of Walden’s doctoral dissertations (Torres, 2011).ReferencesBowie, A. (2007). The effect of culture on business relationships. Neumann University. Retrieved from: Gray, N. (2010). Bahasa, Batik, and Bargaining: An exploratory study of the negotiation styles and behaviors of Indonesian managers. Journal of Transnational Management (15) 215- 228. Hooker, J. (2008). Cultural differences in business communication. Carnegie Mellon University. retrieved from: Misra, B. (2009). Changing dimensions of India’s growth process: A state level analysis. Vilakshan: The XIBM Journal of Management. 67- 90. Torres, A. (2011). Chinese negotiation styles in international business negotiations. Proquest. Retrieved from: Zhu, Y. and McKenna, B. (2007). Negotiation with Chinese: Success of initial meetings is the key (14.4) 354- 364.

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