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Article

Open Access

The Invisible Negotiator in the Land of Paradox Management

Author(s)

Eliane Karsaklian

Full-Text PDF Download XML 1250 Views

DOI:10.17265/1548-6591/2016.05.003

Affiliation(s)

LARGEPA-Université Sorbonne, Paris, France

ABSTRACT

In this paper, the author discusses the importance of the invisible negotiator as an underlying yet neglected concept in the negotiation academic research. The author argues that the existence and the role of the invisible negotiator in China are founded on the paradox management inherent in the Chinese culture. This conceptual paper brings negotiation and paradox management together and states that the existence of paradoxes leads negotiators to neglect features of international negotiations that are not visible because they seem to be inconsistent with the prevalent models of cultural analysis. Researchers and negotiators need to move away from binary cultural frameworks and embrace paradoxes as a natural feature of all cultures in order to understand hidden actors in negotiations. After reading this paper, negotiators will have more holistic and balanced view of other cultures when understanding and referring to paradox management because a better understanding of cultural characteristics can lead to less conflicts and better business across cultures. To our best knowledge, no previous researches have revealed the existence of invisible negotiators due to paradox management.

KEYWORDS

international negotiation, China, cultural frameworks, paradox management, negotiation strategies

Cite this paper

Journal of US-China Public Administration, May 2016, Vol. 13, No. 5, 333-347

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