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International business negotiations in Brazil

International business negotiations in Brazil PurposeThe purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil.Design/methodology/approachThe study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was developed to assess the behavior of the Brazilian negotiator in agreement with three metaphors: “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior”.FindingsThe three roles “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior” comprised similar as well as contradicting characteristics. The Brazilian negotiator chose naturally and even paradoxically from these role features, effectively negotiating any given situation, context and time. During the pre- and post-negotiation phases, traits of the “African Capoeirista” and “Indigenous Warrior” were the most salient. During the formal negotiation phase, however, the characteristics of the “African Capoeirista” and “Portuguese Bureaucrat” dominated.Research limitations/implicationsInternational business negotiations in Brazil call for an in-depth comprehension of the paradoxical roles that local negotiators take on to achieve better negotiation outcomes.Originality/valueThe present study unveiled the contradicting Brazilian negotiating style in international business negotiations, thus acquiring a better understanding of the negotiation process in the Brazilian market. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

International business negotiations in Brazil

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0885-8624
DOI
10.1108/JBIM-11-2016-0257
Publisher site
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Abstract

PurposeThe purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil.Design/methodology/approachThe study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was developed to assess the behavior of the Brazilian negotiator in agreement with three metaphors: “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior”.FindingsThe three roles “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior” comprised similar as well as contradicting characteristics. The Brazilian negotiator chose naturally and even paradoxically from these role features, effectively negotiating any given situation, context and time. During the pre- and post-negotiation phases, traits of the “African Capoeirista” and “Indigenous Warrior” were the most salient. During the formal negotiation phase, however, the characteristics of the “African Capoeirista” and “Portuguese Bureaucrat” dominated.Research limitations/implicationsInternational business negotiations in Brazil call for an in-depth comprehension of the paradoxical roles that local negotiators take on to achieve better negotiation outcomes.Originality/valueThe present study unveiled the contradicting Brazilian negotiating style in international business negotiations, thus acquiring a better understanding of the negotiation process in the Brazilian market.

Journal

Journal of Business & Industrial Marketing – Emerald Publishing

Published: May 2, 2017

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