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Cultural Peculiarities in Conducting Spanish-Russian Business Negotiations

Иностранные языки и коммуникативные технологии
Институт базового образования (ИБО)
Кафедра иностранных языков и коммуникативных технологий
Академическая группа
Научный руководитель
PhD, Sukhova N.V.
Название тезиса
Cultural Peculiarities in Conducting Spanish-Russian Business Negotiations

When conducting negotiations, an international manager who is responsible for them should be aware of several crucial things. The aim of this work is to formulate these issues and describe them in the context of Spanish-Russian business negotiations. The method which is used in this research is data analysis and description.

The process of negotiating can be investigated according to 3 levels (lines) of communication process. The first line is to analyze business negotiations in terms of a communication model. The model which is mostly used by practitioners is the 3-dimension model of Swaan and Boers [1]. According to this model, a negotiator should think about his/her company’s interests, counterpart’s interests and their mutual interests. 

The second line is to analyze the negotiating process as a communicative act. In this case verbal and nonverbal clues should be taken into account. As for verbal cues, here the language as such is important – will there appear a language barrier which will make communication stuck? – as well as the way different cultures put ideas into language – do they convey the ideas directly or do they prefer to hide them as much as possible? The nonverbal clues will include body language, touching, use of time and space, physical appearance and artifacts [2]. 

The third approach to negotiation process analysis is based on communicative result. Here three situations are possible: a win-win situation (when two counterparts achieve a common result and are satisfied with it), a win-lose situation (when only one party benefits from a negotiating result) and a lose-lose situation (when both parties fail to communicate to each other and no goal is achieved for all negotiating participants). 

The results of the analysis can be presented as a set of attitudes to particular issues, which are determined by culture. These are: attitudes to power, attitudes to time, attitudes to emotions, attitudes to speech pattern, attitudes to social behavior, attitudes to relationships vs. task, attitudes to religion. All these attitudes correspond to G. Hofstede dimensions.


  1. Swaan, N., & Boers, E. (2012). Making connections: getting things done with other people. Great Yarmouth, UK: Booksheller.
  2. Garten, F. (2015). The International Manager. Boca Raton, FL: CRC Press.