跨國商業談判文化差異管理之探討：以A公司為例

Abstract

近年來，資通訊和交通變得越來越發達，全球的經濟貿易交流也越來越緊密，全球化已成為主流趨勢，跨國企業也越來越普遍，同步衍伸出很多跨國貿易和交流。伴隨著全球化的發展，企業中出現越來越多跨國團隊，也需要跟不同國家的企業、供應商、客戶合作，學習如何管理跨國團隊成員和業務往來對象。任何國際貿易均會因區域、政治、文化、宗教、語言差異而影響產品需求，因此若沒有適當的管理這樣的差異，可能會造成很多組織內的誤解，或是商業談判的失敗。本研究以工業用縫衣機廠商A公司的業務人士作為訪談對象，討論如何管理商業談判上跨國文化的差異。根據三位業務的訪談結果做出CAGE架構的分析，並提出跨國業務需具備的內在素質能力和外顯行為能力。

In recent years, information technology and transportation have become more and more advanced, economic and trade developments in different regions have become more and more closely aligned, and globalization has become a major trend. An increasing number of multinational enterprises are being established and cross-regional trade and exchanges are becoming commonplace. Globalization has aided formulation of culturally diverse teams in enterprises and facilitated cooperation with enterprises, suppliers, and customers in different countries, making it necessary for enterprises to learn how to manage multinational teams and business partners. Regional, political, cultural, religious, language differences all affect demand for products, and inappropriate management of such differences can cause misunderstandings within an organization, or lead to failed business negotiations with other organizations. In this study, three sales representatives from industrial sewing machine manufacturer Company A were interviewed regarding management of cross-country cultural differences in business negotiations. Based on the results of these interviews, an analysis of industrial cultural differences was conducted using the CAGE framework, and intrinsic qualities and explicit abilities required by cross-regional sales representatives were identified.