【正文】 s themselves and the opponents。 Cultural differences。這對(duì)文化談判的成功至關(guān)重要。這味著如何化解各國不同文化背景在國際商務(wù)談判中是非常重要的。在世界經(jīng)濟(jì)日趨全球化的今天，隨著國際間商務(wù)交往活動(dòng)的頻繁和密切，各國間的文化差異就顯得格外的重要，否則將會(huì)引起不必要的誤會(huì)，甚至可能直接影響商務(wù)交往的實(shí)際效果。此外，們應(yīng)該盡可能的清楚的了解并發(fā)現(xiàn)對(duì)方的文化。 then make a correct evaluation with the help of valid munication and discover their real benefits between them. Besides, we should know clearly and try to accept the culture differences as possible as we can. It is very important for the success of culture negotiations.Key words: Culture。 basically, they could take the benefits of both into consideration. Impact of Objectivity Difference on NegotiationThe objectivity in international business negotiation reflects the degree to which people treat any things. West people especially Americans have a strong objectivity on the understanding of issues. At negotiation table, Americans don’t care much about relationship between people. They don’t care if the status of the opponent is equal to theirs. They make decision based on facts and data, not people. The saying that public things use public ways is a reflection of American objectivity. Therefore，Americans emphasize that Businessmen should distinguish people and issues, what they are really interested in is the actual problems. But in the other parts of the world, it is impossible for them to distinguish people and issues.7 Impact of Negotiating Style Differences on International Business NegotiationsThe impacts of negotiating style differences on international business negotiation mainly exist in negotiating method and negotiating structure. Take the negotiation between America and China as a example, since the oriental care more about unity in thinking, they method they adopt in negotiation is from unity to parts, from the big to little, from the abstract to the concrete, that is to say they should each agreement on general terms, then begin to talk about the concrete terms. And usually not until the end of the negotiation do they make promise and promise based on all the items, and then to reach agreement. The west people are influenced by analytic thinking, so pay more attention to logical relations between things. They consider more about concrete things than integrity. And they tend discuss the concrete items at the beginning of negotiation, so they often resolve the price, delivery and issuance respectively at first. And they may make promise at every detail, so the final contract is the bination of many little agreements. The negotiating structure is linked with cultures. Negotiating structure mostly refers to the number of the participants. In business negotiation, the foreign delegation is usually posed by 35 people, while the Chinese one could be more 15 people. The foreign negotiators not only need to negotiate with their counterparts but also need to discuss with related person in charge or the government. When making the final decisions, the Chinese negotiators often discuss the results repeatedly from the workers to the board to avoid being decided by a single person. That results from the influence of collectivism. So they often said to their partners: Let us think about it. Let us discuss it. But the west negotiators could make the final decision without going back for discussion. That because their admire individualism and hard working. They have strong independence. They would carry on according to the best ways after knowing their goals. What’s more, most west people think that they have the ability to deal with the negotiation situation on their own. And truly, they are brave enough to take responsibility.8 Impact of Thinking Model Differences on International Business NegotiationThe thinking model of Chinese tends to be prehensive, concrete and curved, while the Americans are usually analytic, abstract and straightline. We Chinese are accustomed to talking about general principles at first and then move onto details. To Chinese negotiators, the core is the general guideline, and the details are subject to the guideline. After figuring out the big picture, other problems are easier to resolve. It is the most obvious feature of Chinese negotiators. But west businessmen, especially Americans are likely to discuss the details first and try to avoid the principle. They value details very much and think noting about the unity. Accordingly, they want to discuss the details at the beginning of negotiation. They are direct and simple in negotiation. As a matter of fact, many facts show that General principles first have impact of constriction on the parts and details. For instance, our government insists on the principle that Hong Kong and Macao are undivided parts of China’s territory. In the important diplomatic negotiations such as Entering into relationship with America, Hong Kong’s and Macao’s Coming back into their motherland. It is under such principle that we established the tone of the negotiation and controlled the skeleton of the negotiation, thus we get the advantage and prompt the success of negotiation. 93. Coping Strategy of Negotiating across CulturesThe culture differences in crosscultural munication have various impacts on operation of enterprises. These differences will influence negotiation and management of transnational operation。 the ones caused by misunderstanding of the contents and information from the partner。第一部分（即正文之前部分）用羅馬數(shù)字（即 i, ii, iii, iv 等）第二部分（即正文及以后部分）用阿拉伯?dāng)?shù)字（即1, 2, 3, 4 等） 。15A4紙打印，兩端對(duì)齊，行間距 ，左邊距 3厘米，右邊距 ，上下邊距 。如有副標(biāo)題，用冒號(hào)將主、副標(biāo)題隔開。左頂格，Times New Roman小四號(hào)，正體。居中，宋體四號(hào)，正體。關(guān)鍵詞以 35個(gè)為宜，中間以分號(hào)隔開Comment [wbh4]: 頁：17 目錄的生成步驟：在正文中對(duì)各級(jí)標(biāo)題根據(jù)級(jí)別設(shè)置章節(jié)目錄：先選定一個(gè)標(biāo)題，然后在“樣式”中選定相應(yīng)級(jí)別的“標(biāo)題” 。 ）Comment [wbh5]: 頁：17 頁眉的設(shè)置：先在“視圖”中選“頁眉和頁腳” ，然后輸入論文題目，輸入完了之后“關(guān)閉” 。居中，Times New Roman 三號(hào)，黑正體。Comment [wbh6]: 頁：19 夾注的格式要求：所引文獻(xiàn)的作者在正文中不出現(xiàn)的情形：根據(jù) MLA格式， “作者的姓”加上“引文出現(xiàn)的頁碼” ，不加文獻(xiàn)的出版年份