ABSTRACT
This chapter discusses the antecedents of conflicts and disputes; that is, a combination of dependence, interdependence, and divergence of interests. It explains how reciprocity and trust may vary across cultures and the kinds of misunderstanding that arise from hidden differences on how reciprocal and trusting behaviours are culturally coded in Inter Cultural Business Negotiations. A lot of minor and successive interactions in negotiation involve dilemmas. Negotiation has often been defined as conflict or dispute resolution. There are two basic ingredients for a conflict to arise between business partners: there must be a divergence in concerns and goals between them; the parties must be interdependent. Interdependence mitigates the conflict because it constrains opponents to cooperation. Conflict resolution becomes more or less compulsory and relational interdependence is progressively acknowledged by the negotiation partners. Interdependence should be analysed in full detail on three levels: Deal, Relationship, and the interface between Deal and Relationship.
