Biculturals in international business negotiations: moving away from the single culture paradigm

Abstract

PurposeBiculturals possess higher cultural intelligence than monocultural individuals. This study explores biculturals' key factors and attributes and how their cultural knowledge and identification influence International Business Negotiations (IBNs) and help their firms outperform others.Design/methodology/approachData were collected from semi-structured interviews with 35 bicultural senior managers in Lebanon.FindingsThe findings highlight three essential qualities and behaviors that allow biculturals to act as a bridge between the parties during IBN: adaptability, cultural frame switching (CFS) and creativity.Originality/valueThis study explores the notion of bicultural personnel using their understanding of multiple cultures to be innovative, avoid groupthink and generate new creative ideas that help overcome stalemates during IBNs.