Navigating cultural differences in negotiation

Jimena Ramirez Marin joins Vlerick as Professor of International Negotiation

“Let’s say we meet for dinner. You usually eat at eight, I prefer nine, so we settle on eight-thirty. But that doesn’t really work for either of us, does it? A better approach would be to take turns: this time we eat at eight, next time at nine. But we rarely do that. It’s a simple example, but it reflects how we sometimes end up with solutions that don’t fully satisfy anyone. True success in negotiation comes when we understand each other’s needs and find a way to create value for both sides,” explains Jimena Ramirez Marin when asked what she means by negotiating better deals. Recently appointed Professor of International Negotiation, she joins us from the IÉSEG School of Management in Lille, France.

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  • Full professor of International Negotiation
  • Formerly Full Professor of International Negotiation at IÉSEG School of Management
  • Studies the impact of culture and relationships on international negotiation and conflict resolution
  • Infectiously bubbly personality, loves cooking, an admirer of the arts with a penchant for painting and sculpture, and a passion for opera

Jimena studies how culture shapes negotiation strategies, especially how people from different backgrounds can come to an agreement. Originally from Mexico, she moved to the Netherlands for a research internship after completing her undergraduate degree – an experience nothing short of a culture shock. It raised many questions: what’s considered ‘right’ or ‘wrong’ in negotiations, and how do different cultures approach the same challenges? Since then, she’s worked in five different countries and is still fascinated by the way people present their arguments, whether they’re students or executives.

Culture and social norms

She says: “I’ve had the privilege of teaching in diverse classrooms, where Latin Americans, Europeans and Asians all come together. It’s wonderful how everyone brings something unique to the table. The way we negotiate – the arguments we make and what we consider appropriate – is deeply influenced by our cultural backgrounds.” Social norms also play an important role. How we read others or assert ourselves throughout negotiations varies from culture to culture. “For example, in the Middle East, I’ve seen people bang on the table to show they’re serious about reaching an agreement,” Jimena laughs. “In the US, though, that would be considered completely inappropriate.”

“I’ve also looked at how Chinese negotiators deal with high-value agreements,” she continues. “Their strategy typically involves a more reserved and patient approach. They focus on building relationships and exchanging offers in a more subtle, indirect way, rather than jumping into a heated debate. Now, the French are generally more argumentative, relying heavily on logic and reasoning. And in the US, negotiators usually take a problem-solving and rational approach, prioritising efficiency and practical solutions, with less emphasis on social dynamics.”

Each of these styles reflects deeper cultural values and priorities that shape the negotiation process. “What I’ve learned over the years is that negotiation is as much about the social aspect of the interaction as it is about getting a result. Different cultures put different emphasis on relationships, social status and how they are perceived. These factors influence the way people negotiate. Even between France and Belgium, just 20 minutes apart, the way people argue and behave is completely different. It’s these cultural nuances that make negotiation such a rich and fascinating field to study and teach.”

Renewed interest

The field of conflict management is currently gaining considerable attention due to the pressing global challenges we face today, what with the wars in Gaza, Ukraine and elsewhere. Jimena’s work goes beyond international conflicts to also focus on interpersonal conflict management, which she believes is crucial for addressing the root causes and consequences of conflict. “It’s not only about resolving conflict but also about understanding its lasting effects. We need to look at what happens to people who are displaced and left without a clear future. Many of them don’t have the legal documents necessary to find work in new places, which can disrupt lives and communities on a massive scale,” she says. “For quite some time, the field of conflict management hasn’t received the attention it deserves in academic circles. However, I sense a renewed interest now, sparked by recent global events. It’s our duty to really dig into these issues and find ways to contribute to meaningful solutions.”

AI in negotiation

Another exciting trend is the role of artificial intelligence in negotiation. “For research purposes, a model has recently been published that helps us code negotiation behaviour from transcripts,” says Jimena. “This means we can set up participants and analyse what they do at the table, which helps us better understand the dynamics of negotiations.” When it comes to real-world negotiations, AI can act as an assistant, helping with tasks such as finding and organising information, planning and identifying key issues. “You could think of it as a ‘co-pilot’ that helps negotiators process information more quickly,” she explains. “But to be honest, we’re still a long way from being able to fully rely on AI in this way.”

And then there are training programmes being developed where you can actually negotiate with AI agents. Jimena thinks it’s a great way for students to practise presenting their arguments and working towards so-called integrative agreements, where both parties’ interests are met. “The cool thing is that there’s no limit to how many times you can run these scenarios, but there’s still some fine-tuning to be done. The prompts used in the training scenarios don’t yet cover all possible situations, and this affects the variety of responses you get from the AI agents,” she says. And she adds: “Of course, we also have to think about ethics. For example, how much exposure should students have to AI agents in a learning environment, especially when we can’t always predict how the AI will respond? These are important questions to consider as we move forward.”

Real-world traces

Vlerick offers an inspiring environment that combines academic research with the business world, which is exactly why Jimena joined us, as she is particularly interested in understanding the complexities of reality. “At Vlerick, I see a unique opportunity to work directly with companies to explore what’s really happening in negotiations and how they play out in practice,” she says. “In our field, much of the research focus has been on simulations, because real negotiations often take place behind closed doors, and we’ve generally accepted that. But I believe there are valuable traces of negotiations within companies – such as price discussions or insights from meeting minutes – that haven’t been fully explored. By analysing these traces, we can help companies develop better strategies and more effective deals. Joining Vlerick allows me to bridge the gap between theory and practice, which is essential to make a real impact.”

Ambitious goal

At Vlerick, she’ll be teaching in both the Masters and Executive Education programmes. Where does she want to take her research? “I want to develop ambitious projects that are complex in terms of execution, data and the insights we can gain,” she replies. “My ambition is to enhance my research by building a strong bridge between theory and practice. In some fields, it can be challenging to apply theoretical knowledge directly to real-world situations. In negotiation, the link is more straightforward because theoretical concepts often reflect real-life behaviour. However, this bridge still needs to be built. As far as I know, there are only a handful of papers that use real-world data. We have a solid theoretical framework, but we’re still unsure about the extent to which real-world data can inform and advance our field. That’s where I want to take my research. Not an easy goal, right?” She laughs heartily.

Admirer of the arts

Jimena still lives in Lille and appreciates the short commute to our campuses in Ghent and Brussels. “It’s a great arrangement for me,” she says. “I really admire the arts – I’m particularly sensitive to painting, sculpture and music. Just last night I went to the opera, which always excites me! Even when I’m tired, I can’t think of anything I’d rather be doing. It gives me energy and brings me so much joy. I am deeply moved by the music, the stories and the voices. There’s something about it that nothing else can replicate for me. That’s one of the reasons I love living in France; I love going to exhibitions in Paris. Lille has a beautiful opera house and so does Ghent - not to mention Brussels! There’s just so much culture and history here, and I think that’s what keeps me rooted in the area – beyond my work.”

Profile

  • Full Professor at Vlerick Business School
  • Full Professor International Negotiation at IÉSEG School of Management, France (2020-2024)
  • Associate Professor International Negotiation at IÉSEG School of Management, France (2018-2020)
  • Assistant Professor International Negotiation at IÉSEG School of Management, France (2013-2018)
  • Postdoctoral Fellow and Visiting Professor at Kellogg School of Management, USA (2012-2013)
  • Lecturer at Universidad de Sevilla, Spain (2011-2012)
  • PhD in Industrial and Organisational Psychology at Universidad de Sevilla, Spain (2010)
  • Bachelor in Psychology at Universidad Nacional Autónoma de México (UNAM), Mexico (1999-2003)

Get in touch!

Jimena Ramirez Marin

Jimena Ramirez Marin

Professor of Negotiation