Behavioral characteristics of Finnish and Spanish business negotiators : Exploring the role of culture

Abstract

International business negotiations are central to achieving successful cross-border cooperation in today’s interconnected economy. Prior studies have examined cultural influences on negotiations across many European cultures, but research on Finnish and Spanish negotiation practices is limited. This study addresses the gap by investigating how culture influences the negotiation behavior of Finnish and Spanish business negotiators. The analysis is grounded in Salacuse’s (1998) framework of ten negotiation elements and Hofstede’s (1980, 2001) cultural dimensions. A quantitative research approach was applied using a semi-structured questionnaire that was distributed to Finnish and Spanish business negotiators. The sample consisted of 12 Finnish and 10 Spanish respondents. The data analysis was conducted through descriptive comparison of behavioral elements. The findings indicate both expected and unexpected results. Finnish negotiators showed tendencies toward direct communication, punctuality, consensus-oriented decision- making, and detailed agreements. Spanish negotiators showed tendencies toward relationship- building, more open emotional expression, hierarchical team structures, and flexible agreements. However, in some areas, like in the importance of relationship goals, emotional expression, and holistic package agreements, both cultures showed more similarity than theory predicted. The difference in theory and practice suggests that industry context may partly moderate cultural effects. From a managerial perspective the study shows that cultural differences between Finnish and Spanish negotiators are reflected in areas such as communication, decisionmaking, and time orientation. Acknowledging the differences helps managers to build common ground and improve negotiation outcomes.