This paper analyses the cross-cultural negotiation dynamics Almond Chemical's joint venture with Chongqing No. 2 Chemical Company in China. Using a qualitative case study approach, the study applies Hofstede’s cultural dimensions, Trompenaars’ frameworks, and Scott’s institutional theory to examine how cultural differences in leadership, communication, and ethical norms shape negotiations between German and Chinese managers from individual, organisational, and societal perspectives. The findings are organised thematically around trust, reciprocity, and communication styles, linking to institutional norms such as gift-giving. Reflections on author’s personal leadership experiences in a multicultural team provide practical considerations on the importance of cultural emotional intelligence in cross-cultural negotiations and building sustainable international partnerships. Together with the case study, these reflections offer strategic recommendations and outline key areas of concern for future research.
Quyen Pham (Thu,) studied this question.