外文文獻(xiàn)翻譯-國際商務(wù)談判

1、<p><b>　　中文4495字</b></p><p><b>　　外文文獻(xiàn)翻譯</b></p><p>　　International Business Negotiations</p><p>　　Pervez Ghauri & Jean-Claude Usunier</p><

2、;p>　　When two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and cultural conditioning. Negotiation is the process by whic

3、h at least two parties try to reach an agreement on matters of mutual interest. The negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality

4、 (accurate or not), on implicit assumptions regarding the issue bein</p><p>　　When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understoo

5、d by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross cultural context, the potential for misunderstanding and talking past

6、each other is great. Negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by ne</p><p>　　Members of one culture may focus on different

7、aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationships). The implementation of a business agreement may be stressed in one culture, while the range and prevention of

8、 practical problems may be emphasized in another culture. In some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement), while other cultures may focu

9、s on how the p</p><p>　　American and Russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. What an American may consider normative, positive behavior (n

10、egotiating and reaching a compromise with an enemy), a Russian perceives as showing cowardice, weakness, and unworthiness; the word “deal” has a strong negative connotation, even today in contemporary Russia. Similarly,

11、for Russians, compromise has negative connotation; principles are supposed to be inviolable and c</p><p>　　Over two-thirds of U.S.-Japanese negotiation efforts fail even though both sides want to reach a suc

12、cessful business agreement (The U.S. Department of Commerce is even more pessimistic; it estimates that for every successful American negotiation with the Japanese, there are twenty-five failures.) In fact, these numbers

13、 hold true for most cross-cultural meetings. Often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. Since each side perceiv</p><p>　　In cross-cultural

14、 negotiations, many of the rules taught and used domestically may not apply--especially when they may not be culturally acceptable to the other party. For most Western negotiators this includes the concepts of give and t

15、ake, of bargaining, and even of compromise. The stereotypical, common Western ideal of a persuasive communicator--highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert--may be re

16、garded by members of other cultures as unne</p><p>　　Domestically, the study of negotiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, a

17、nd so on. However, in a cross-cultural context, besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perceived and executed by members of the other cu

18、lture. The two business negotiators are separated from each other not only by physical features, a totally different language,</p><p>　　1 The Art of Negotiations </p><p>　　The word “negotiations

19、” stems from the Roman word negotiari meaning “to carry on business” and is derived from the Latin root words neg (not) and otium (ease or leisure). Obviously it was as true for the ancient Romans as it is for most busin

20、esspersons of today that negotiations and business involves hard work. A modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the go

21、al of reaching an agreement (preferabl</p><p>　　Negotiation consists of two distinct processes: creating value and claiming value. Creating value is a cooperative process whereby the parties in the negotiati

22、on seek to realize the full potential benefit of the relationship. Claiming value is essentially a competitive process. The key to creating value is finding interests that the parties have in common or that complement ea

23、ch other, then reconciling and expanding upon these interests to create a win-win situation. Parties at the negotiating t</p><p>　　Negotiations take place within the context of the four Cs: common interest,

24、conflicting interests, compromise, and criteria (Moran and Stripp, 1991). Common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. Without a

25、common goal, there would be no need for negotiation. Conflict occurs when people have separate but conflicting interests. Areas of conflicting interests could include payment, distribution, profits, contr</p><

26、p>　　1. A conflict of interest exists between two or more parties; that is, what is, what one wants is not necessarily what the other one wants.</p><p>　　2. A fixed or set of rules or procedures for resolv

27、ing the conflict does not exist, or the parties prefer to work outside of a set of rules to invent their own solution to the conflict.</p><p>　　3. The parties, at least for the moment, prefer to search for a

28、greement rather than to fight openly, to have one side capitulate, to permanently break off contact, or to take their dispute to a higher authority to resolve it.</p><p>　　In summary, negotiations primarily

29、consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiating that involves communications and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and r

30、elations; and (5) specific situational conditions under which the negotiation is conducted. </p><p><b>　　2 Verbal </b></p><p>　　Language is highly important. When people from differe

31、nt cultures communicate, culture-specific factors affect how they encode and decode their messages. Negotiators should check understanding periodically, move slowly, use questions liberally, and avoid slang and idioms. E

32、ven the discussion of negotiation, compromise, and agreement has different meanings to different cultures. Both the American and Korean meanings for the word “corruption” are negative; however in the United States, the w

33、ord co</p><p>　　In the American culture, those who refuse to bargain are viewed as cold, secretive, and not really serious about conducting business. The Dutch are not hagglers; you should make your offer fa

34、irly close to your true asking price; if you start making large concessions you will lose their confidence. The Swedes are methodical, detailed individuals who are slow to change positions. Bargaining is not highly value

35、d in Swedish culture; those who bargain, who attempt to negotiate by offering a higher pr</p><p>　　Nonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves

36、 that can be interpreted by a receiver as having meaning. Nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appearance, space, touch, and time usage. They are

37、all different from culture to culture. Nonverbal behaviors either accompany verbal messages or are used independently of verbal messages. They may affirm and emphasize or n</p><p>　　The wide range of behavio

38、rs called nonverbal behavior can be divided into seven categories. Gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language. Vocalics refers to call vocal a

39、ctivity other than the verbal context itself. Also called paralanguage, vocalics includes tone, volume, and sounds that are not words. Behaviors that involve touching are placed in the haptics code. The use of space is c

40、alled proxemics, and the use of tim</p><p>　　From: International Business Negotiations, 2001</p><p><b>　　國際商務(wù)談判</b></p><p>　　伯維茨.高利, 簡.科勞德.阿斯尼爾</p><p>　　當(dāng)兩個(gè)

41、人交流時(shí),他們很少精確地談?wù)撓嗤膯栴},因?yàn)閷?shí)際的意思會(huì)受到每個(gè)人認(rèn)知的世界和文化熏陶的影響。談判是至少有兩方試圖就共同的利益達(dá)成協(xié)議的過程。談判過程中的收益是相互認(rèn)識(shí)、信息處理以及反應(yīng), 所有這些都依賴于現(xiàn)實(shí)中的概念(正確與否),依賴于正在談判中隱含的假設(shè)問題,依賴于傳統(tǒng)觀念、信仰、社會(huì)的期望的基本模式。談判涉及兩個(gè)層面: 實(shí)質(zhì)與程序問題。后者在相同的文化背景進(jìn)行談判時(shí)是很少有相關(guān)的問題。只有與來自不同文化背景的國家談判是,過程往往成

42、為關(guān)鍵內(nèi)容的障礙；在這種背景下，過程首先要能在實(shí)質(zhì)性談判開始前制定。更為明顯的是,在國際性的談判進(jìn)程中,必須克服文化差異。</p><p>　　國際談判時(shí),這就變成預(yù)測與文化相關(guān)的問題,在特定文化中才最有可能被人們所理解。討論中常常會(huì)有阻礙因?yàn)殡p方似乎采用不同的邏輯方式；在任何跨文化背景下,相互間的誤會(huì)可能性非常大。幾乎可以肯定,在國際談判中是解決矛盾和新信息,往往伴隨著新的行為,社會(huì)環(huán)境,甚至目光和氣味。文化差

43、異越大,越有可能成為誤解和溝通的障礙。當(dāng)把一個(gè)看似簡單的談判過程變成在跨文化背景下進(jìn)行,它變得更加復(fù)雜和困難。帶著這樣想法,“畢竟是人,幾乎到處都非常相似，都像我們這樣做?！痹趪H談判中冒險(xiǎn)確實(shí)太天真了。即使穿著和你同樣的衣服、也和你一樣說英語（或者比你說的更好），喜歡許多使生活舒適的東西及美國式的生活特性(食品、酒店、體育),這將是愚蠢的,把另一種文化中的成員理解成一樣的人。這種談判風(fēng)格在國內(nèi)使用是如此有效,但在和不同的文化背景下的人

44、談判時(shí)就可能不合適；事實(shí)上其結(jié)果往往是弊多于利。提高警覺,更注重細(xì)節(jié),甚至改變基本的行為方式，在另外一種文化中工作時(shí)是有必要的。</p><p>　　一種文化的成員可能集中在協(xié)議的各方面(如法律、財(cái)務(wù))而不是另一種文化的成員上(個(gè)人，關(guān)系)。商務(wù)協(xié)議的執(zhí)行,可能強(qiáng)調(diào)在一種文化中,而各種實(shí)際問題的范圍和障礙可能強(qiáng)調(diào)在另一種文化中。在一些文化中，人民的注意力更多的放在具體的協(xié)議細(xì)節(jié)上(記錄協(xié)議),而其他文化可能會(huì)集中

45、在如何能保證承諾(程序和執(zhí)行)。美國人談判注重合同；日本人談判注重個(gè)人的關(guān)系。文化的迫使人們在制定任何協(xié)議時(shí)，對很多社會(huì)交往有不同的看法和評價(jià)。談判很容易破裂是由于對談判過程中的文化因素缺乏了解。談判的人花時(shí)間去了解另一方可能采取的方法并相應(yīng)地采用他們自己的風(fēng)格,才可能成為一個(gè)更有效的談判者。</p><p>　　美國人和俄羅斯人并不相同；道德觀念不相吻合的:他們對行為的評價(jià)不同。 美國人認(rèn)為是合乎規(guī)范的,積極的

46、行為(談判并和對手達(dá)成妥協(xié)),俄羅斯人卻理解為膽怯、軟弱,一文不值?！敖灰住庇袧夂竦南麡O意義,即使在今天,當(dāng)代的俄羅斯。同樣地,對于俄羅斯人妥協(xié)含有負(fù)面的意義。原則是不可侵犯的,而且應(yīng)該是完整的妥協(xié)(俄國人在這里并不孤單:墨西哥人不會(huì)把妥協(xié)視為榮譽(yù)、尊嚴(yán)和正直；同樣地,阿拉伯人擔(dān)心妥協(xié)會(huì)失去男子氣)。談判作為一個(gè)整體來說不能讓步。 在限制戰(zhàn)略武器談判中,美國人認(rèn)為他們已經(jīng)達(dá)成一致(即最后承諾),而俄羅斯人則說,有了一定的了解(意思表達(dá)彼

47、此的觀點(diǎn)和態(tài)度)。當(dāng)美國人以為他們了解了,俄羅斯人則認(rèn)為是程序上的問題,也就是雙方可以按商定的程序進(jìn)行談判。不同文化體系能形成不同的談判風(fēng)格——各民族的文化、地理、歷史、政治制度塑造了不同的風(fēng)格。除非你從對方的角度來看(不管出現(xiàn)在你面前的是如此的類似),你看到或聽到的可能都不一樣。誰也不能避免經(jīng)常帶著自己的文化假設(shè)、概念、偏見或其他多余的東西到談判中。一個(gè)成功的方法,跨文化的談判中要全面地了解他人,利用這種認(rèn)識(shí)作為自己的優(yōu)勢,為實(shí)現(xiàn)各自

48、所希望的結(jié)果,并把談</p><p>　　沒有充分了解不同的思維方式。 </p><p>　　沒有充分重視面子問題。 </p><p>　　對東道國的認(rèn)識(shí)不足--包括歷史、文化、政治、商業(yè)地位、外國人的形象。 </p><p>　　沒有充分認(rèn)識(shí)政治或其他標(biāo)準(zhǔn)。 </p><p>　　沒有充分認(rèn)識(shí)到?jīng)Q策過程。

49、</p><p>　　沒有充分了解私人關(guān)系和個(gè)性的地位。 </p><p><b>　　談判時(shí)間分配不夠。</b></p><p>　　超過三分之二的美國與日本的談判失敗,即使雙方都想要達(dá)成一個(gè)成功的商業(yè)協(xié)議(美國商務(wù)部更為悲觀；它估計(jì),美國和日本的每一個(gè)成功的談判,有25%是失敗的。)其實(shí),這些數(shù)字在大多數(shù)的跨文化會(huì)議中被證明是正確的。成

50、功協(xié)議的障礙往往是文化本質(zhì)的,而不是一個(gè)經(jīng)濟(jì)或法律的問題。因?yàn)殡p方都從自己種族的背景和經(jīng)驗(yàn)來理解別人,雙方都沒有充分了解到談判為什么會(huì)失敗。 正是這種缺乏關(guān)于文化的知識(shí)和對另一方“外國的”和“不合情理的”期望阻礙與另一種文化的人進(jìn)行有效的談判。</p><p>　　在跨文化的談判中,許多學(xué)到的規(guī)則適合國內(nèi)使用的不一定受用--特別是當(dāng)他們不能接受對方的文化時(shí)。對于大多數(shù)西方談判者的觀念這包括互相讓步,還價(jià)、甚至是妥

51、協(xié)。陳舊的、普遍的西方理想的有說服力溝通者——高技能的辯論技巧,能夠用語言天賦克服障礙,精力充沛外向的人——可能被其他文化中的成員則認(rèn)為是不必要的挑釁的,膚淺的，缺乏誠意的,甚至是低俗的和鎮(zhèn)壓的。對于其他美國人來說,美國人直接和坦誠的優(yōu)點(diǎn)顯示了他們的善意和個(gè)人信念。美國人贊賞直接和有進(jìn)取心的人。但是，這對其他文化的成員就未必如此。形容一個(gè)人是“侵略的”，在英國人看來是含有貶義的。在日本人看來,這些相同的特性表明對自己的信念缺乏信心和誠意

52、。相反,如有創(chuàng)見、合作、體諒、尊重這些詞正面灌輸在日本和許多亞洲的文化中。</p><p>　　國內(nèi)的商務(wù)談判的研究包含各方之間的商業(yè)關(guān)系、策略、談判策略、應(yīng)變的立場,等等。但是,在跨文化方面,除了談判中一般的規(guī)則,你必須注意在人際關(guān)系和行為活動(dòng)中的細(xì)微差別,以及其他文化中成員是怎樣理解。兩個(gè)商業(yè)談判對手脫離對方不僅是不同的身體特征和完全不同的語言和商務(wù)禮儀,而且以不同的方式看待世界,確定商業(yè)目標(biāo),表達(dá)想法和感受

53、,以及顯示或隱藏的動(dòng)機(jī)和利益。從對方的角度來看待,例如，在某些文化中美國人顯得侵略和粗暴的,而在另外的文化中,這些非常相似的美國人顯得很心平氣和的,不敢興趣的。</p><p><b>　　1．談判的藝術(shù) </b></p><p>　　“談判”一詞來源于羅馬單詞Negotiari，意思是“經(jīng)營”,是源于拉丁字根neg(不)和Otium(放松或休閑)。很顯然，對于古老

54、的羅馬人來說，就和大多數(shù)的現(xiàn)代商人一樣,談判是一項(xiàng)艱難的工作。對談判的一個(gè)現(xiàn)代的定義是兩個(gè)或兩個(gè)以上的團(tuán)隊(duì)為了共同利益(和沖突)進(jìn)行相互磋商的過程,其目的是達(dá)成一項(xiàng)協(xié)議(最好互利)。約翰卡耐斯說“除了性，談判是最常見的容易出現(xiàn)問題的,由一個(gè)人與其他人參與,兩項(xiàng)活動(dòng)有聯(lián)系的。” 談判是一個(gè)決策的過程,它為雙方的交流提供了機(jī)會(huì),并通過其承諾或保證,解決他們的分歧,達(dá)成一致。談判是兩個(gè)或兩個(gè)以上的團(tuán)隊(duì),爭取把他們并不一致的目標(biāo)達(dá)成一致。<

55、;/p><p>　　談判分為兩個(gè)不同的過程:創(chuàng)造價(jià)值和索取價(jià)值。創(chuàng)造價(jià)值,是一種合作的過程,雙方在談判過程中爭取實(shí)現(xiàn)全部潛在利益的關(guān)系。索取價(jià)值，從根本上來說是一個(gè)競爭過程。創(chuàng)造價(jià)值的關(guān)鍵是找到雙方有共同或互補(bǔ)的利益,協(xié)調(diào)和發(fā)展,并在這些利益下創(chuàng)造一個(gè)雙贏的局面。在談判桌上,雙方是相互依存的。其目標(biāo)是聯(lián)系在一起的。賣方不能夠沒有買主。談判的目的是一個(gè)共同決策的過程，通過創(chuàng)造雙方都能接受的解決辦法。雙方追求的目標(biāo)是一個(gè)

56、雙贏的局面。</p><p>　　談判含有四個(gè)方面CS:共同利益,利益沖突、妥協(xié)和標(biāo)準(zhǔn)(莫倫和斯奇坡,1991年)。共同的利益是談判雙方共有的或是需要對方有的東西。沒有一個(gè)共同的目標(biāo),那就不需要談判。當(dāng)他們的利益不同時(shí)就會(huì)產(chǎn)生分歧。利益沖突可能包括付款、分配、利潤、合同責(zé)任和質(zhì)量。妥協(xié)涉及到解決分歧。雖然雙贏的談判結(jié)果對雙方來說是最好的，但是妥協(xié)可能不一定會(huì)產(chǎn)生這樣的效果。標(biāo)準(zhǔn)包括談判在怎樣的條件下進(jìn)行。談判過程

57、中有一些議事規(guī)則。議事規(guī)則一樣是談判的產(chǎn)物。隨著時(shí)間的推移,四個(gè)CS改變和信息、知識(shí)和可供選擇的國際公司和談判的東道國也會(huì)改變,導(dǎo)致對四個(gè)CS、環(huán)境與前景新的解釋。實(shí)際上,談判是在一個(gè)國家的政治、經(jīng)濟(jì)、社會(huì)、文化系統(tǒng)下進(jìn)行的。談判過程包括以下方面:(1)談判者的特征，(2)情況的限制,(3)討價(jià)還價(jià)的過程,(4)談判的結(jié)果。這個(gè)理論是基于他們擁有共同文化基礎(chǔ)上的價(jià)值和信仰。這些談判者也會(huì)受到文化影響,他們以某種文化影響下的方式行事。我們

58、討價(jià)還價(jià)當(dāng):</p><p>　　1.有利益沖突存在于兩個(gè)或兩個(gè)以上小組之間; 即一方所要的不是另一方要要的。 </p><p>　　2.固定的規(guī)則和程序來解決沖突是不存在的,或雙方愿意以另外的一套規(guī)則,以自己方式來解決沖突。 </p><p>　　3.雙方至少在目前,愿意尋求共識(shí),而不是公開的斗爭使一方投降,永遠(yuǎn)斷絕往來,或把爭端推向更高層來解決。</p

59、><p>　　總之,談判主要由五個(gè)方面的工作:(1)目標(biāo):促使雙方進(jìn)入；(2)在談判過程中涉及交流和行動(dòng)；(3)結(jié)果；(4)事先存在的背景因素即文化傳統(tǒng)和關(guān)系；(五) 談判進(jìn)行的具體情況和條件。</p><p><b>　　2．語言交際 </b></p><p>　　語言是非常重要的。當(dāng)來自不同文化的人們交流、文化的因素影響他們的如何進(jìn)行信息編

60、碼、解碼。談判應(yīng)定期檢查理解,緩慢行事,自由的提問題,避免俚語和成語。甚至對談判、妥協(xié)和協(xié)議不同的文化有著不同的內(nèi)涵。美國人和韓國人都認(rèn)為“腐敗”一詞的意義是消極的；但是在美國,這個(gè)詞的含意是在道德上是錯(cuò)誤的,而對韓國人就意味著社會(huì)不幸。 墨西哥人不會(huì)以妥協(xié)作為榮譽(yù)、尊嚴(yán)和正直。阿拉伯人擔(dān)心妥協(xié)會(huì)使他們失去男子氣概。在俄羅斯，妥協(xié)含有負(fù)面內(nèi)涵；原則是不可侵犯的,而且應(yīng)該是完整的妥協(xié)。對俄羅斯人來說,談判作為一個(gè)整體來說是沒有讓步的。

61、</p><p>　　在美國文化,那些拒絕討價(jià)還價(jià)的人被視為冷淡的，神秘的,不是真正認(rèn)真開展業(yè)務(wù)的。荷蘭人不是強(qiáng)盜；你要提供與你的真實(shí)要價(jià)相當(dāng)接近的合理價(jià)格； 如果你開始有很大讓步就會(huì)使他們失去信心。瑞典人有系統(tǒng)的、詳細(xì)的緩慢改變立場。在瑞典文化中，談判不受高度重視的；那些試圖通過提供更高的價(jià)格以便作出較少的讓步的人,都可以看作是不可靠、效率低、甚至為謀取私利的犧牲他人的人。</p><p

62、>　　3．跨文化談判中的非言語交際 </p><p>　　非語言行為可以定義為任何行為,有意還是無意,超越語言本身的含義，接收者自己理解的含義。非語言行為包括面部表情、目光接觸、手勢、身體動(dòng)作、姿態(tài)、體形、空間、觸摸、時(shí)間的使用。這些都因文化不同而不同。非語言行為伴隨著語言行為使用或單獨(dú)于語言使用。非語言行為更可靠甚至是當(dāng)與語言信息相悖時(shí)。非語言行為很可能是無意識(shí)的、自發(fā)的行為因?yàn)槭撬麄兞?xí)慣的和日常的行

63、為。</p><p>　　非語言行為包括很多,可以分為七類。手勢、身體動(dòng)作、面部運(yùn)動(dòng)和目光接觸屬于身勢學(xué)，通常被稱為身勢語。聲音學(xué)是指語言范圍以外的言語活動(dòng)。又稱為副語言,聲音學(xué)包括語調(diào)、聲音大小和詞以外的聲音。涉及到觸摸的行為列入體觸學(xué)?？臻g的利用叫做空間關(guān)系學(xué),時(shí)間的使用是時(shí)間學(xué)。外表包括體型和大小,以及服裝和飾品。最后,對象是指與某個(gè)人有聯(lián)系的東西,例如某個(gè)人的辦公桌、汽車、書籍。必須強(qiáng)調(diào)的是,這些代碼通常