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The Influence of Japanese Culture on Business Relationships and Negotiations

Naoko Oikawa (Recently completed her M.B.A. at Baylor University. Prior to her graduate work, she was employed for several years inretailing in Japan. She is returning to Japan as a marketing manager for an industrial marketing organization.)
John F. Tanner Jr. (Earned his Ph.D. from the University of Georgia. His research has been published in the Journal of Marketing, Journal of Business Research, and Journal of Personal Selling and Sales Management. Dr. Tanner began his career with Rockwell International and also worked for Xerox Corporation in sales and marketing management. He has consulted in the area of sales with the U.S. Army Recruiting Command, S.C. Johnson Wax, and others.)

Journal of Services Marketing

ISSN: 0887-6045

Article publication date: 1 March 1992



Explains that American managers often find negotiating with their Japanese counterparts extremely difficult and frustrating due to a lack of understanding of the Japanese negotiation style in particular and of the Japanese language and culture in general. Describes key features of the Buyer/Seller relationship as it is in Japan′s “vertical” society, later explaining the four stages of Japanese negotiation and post‐negotiation formalities. Emphasizes that Americans must not try to negotiate using their own negotiation practices, since this will make Japanese feel unduly pressured and the negotiations will be unsuccessful ‐success can only come if Americans learn to operate within the Japanese culture.



Oikawa, N. and Tanner, J.F. (1992), "The Influence of Japanese Culture on Business Relationships and Negotiations", Journal of Services Marketing, Vol. 6 No. 3, pp. 67-74.




Copyright © 1992, MCB UP Limited

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