Diplomacy , Dialogue , negotiation , Three things as key for success in business
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Negotiation can be described as the discussion two or more people in order to agree of contrpversial issues. even parties with an intention of reaching a collective agreement (Terris and Tykocinski, 2014). In such a scenario, the authors show that with negotiation, there might be more than one party involved in the dialogue (Terris and Tykocinski, 2014). On the other hand, diplomacy involves those procedures that are employed with an aim of managing conflict and creating peace (Prutianu, 2008). Differently, Thomas and Tonra (2012) point out that dialogue involves the procedures developed in the conversation process between different individuals who have different views on various issues (Zartman, 2005). The negotiation, dialogue, and diplomatic procedures involved in any organization are done with a general intention of gaining mutual gains and procedures of solving problems (Zartman, 2005). Such activities might be official or might be unofficial procedures, which occur in businesses, non-profit organizations, government systems or between any other systems (Zartman, 2005). Moreover, according to Windsor (2007), businesspersons in any environment need to have the special skills to use when negotiating, getting into a dialogue and diplomatic techniques when addressing the issues addressing and fostering entrepreneurship. Such systems ensure that there is a level of conflict management between different stakeholders in a business (Windsor, 2007).
According to Zartman (2005), these pointers are characterized by the kind of language, the skills of doing these procedures and businesspersons need to be specifically creative when dealing with upgrading businesses and enrichment of business organizations. In addition to this, Zartman (2005) suggests that with such systems of dialogue, diplomacy and negotiation, the most common component is to create a relationship between the different parties, have objectives and have specific targets that ensure bargaining to conclusion.
1.1 Background to the study
With the current business systems around the world globalizing at a very fast rate, business organizations around the world are venturing into not only new markets, but also getting to create different partnership programs with different stakeholders (Zartman, 2009). Actually, with different players now involved in business systems, these stakeholders are in constant talks when creating partnerships, cooperation’s and business deals need business organizations to get into any kind of communication (Zartman, 2009). In the same manner, when addressing not all business stakeholders have the skills to negotiate or to get into diplomatic negotiations with their competitors or foreign partners (Zartman, 2009).
On the other hand, according to Schaffzin (2007), for any business to have any form of harmony with its competitors and other stakeholders, tradehas been used as an essential tool for diplomacy and business security. Moreover, with a changing world of business, Schaffzin (2007) posits that new and innovative strategies have to be adopted in response to the challenging systems that develop in business environments. Increasingly, with these strategies put in place, economic dialogue, negotiation and diplomacy has grown particularly in resolution of conflicts between businesses (Kara, 2012).
Terris and Tykocinski (2014) agree that the most efficient and most affective language is one of the most effective and influential power tool in negotiations and any form of business dialogue. Based on Windsor (2007) and Thomas (2009)’s for such dialogue to happen efficiently, the individuals involved should always have political correctness in a diplomatic dialogue and ensure the language they use is essential to all parties involved in these communication.
However, not all business players have these qualities to negotiate, engage in dialogue or in any diplomatic understanding to promote the business organizations into significant and advantageous systems (Thomas, 2009; Windsor, 2007).
1.2 The research problem
According to Wolters (2012), for any business to achieve success of any kind, one of the key ingredients is to have communication procedures that help improve in every aspect of the business. In fact, Terris and Tykocinski (2014) agree that among the most common players in a business, employees, customers and other partners are most important. Actually, based on the literature, Terrisand Tykocinski (2014) suggest that in order to have a business agreement with a customer, employee, and suppliers and other players, dialogue is the most important tool to look into. More so, it is evident that with proper strategies of negotiating for business, performance is at an advantage (Wolters, 2012). Performance in any business organization is dependent on motivation of the employees (Wolters, 2012). Therefore, with increased communication systems, dialogue and diplomacy between managers and employees encourage improved performance of these employees. In the end, with improved performance, the business organization is bound to have success (Thomas, 2009).
1.3 Rationale (reason for the study)
According to Nixon (2012), in the business environment, there is an emerging unique perspective on human interaction as seen in management, consultancy, training, speaking, auditing, and coaching of employees, customers, suppliers and other stakeholders. While the reports by the business forum (2013) says that effective dialogue and negotiation in the business environments is seen as the only way to create a productive environment. Nonetheless, most businesspersons have had poor representation of the wishes of the customers, leading to a massive exodus of customers to other business competitors (Ropers, 2005). It is evident that there is a disconnect of many people in the world, especially between business managers, employees, customers and other players such as the suppliers and government regulators (The business forum, 2013). While the main reason for having a great relationship between such business stakeholders is growing their businesses, the issues that need to be addressed come majorly from the differences and the similarities that come with the procedures used in business systems (The business forum, 2013). Actually, it is very important for employees, customers and managers have a real system that addresses the differences that are evident between these individuals (Kosteski and Naray, 2007).
1.4 Aim and objectives of the study
This study will be guided by the following research objectives:
- To explore the concept of Diplomacy , Dialogue , negotiation as the key for success in business
- To examine the existing literature regarding Diplomacy ,Dialogue , negotiation as the key for success in business
- To examine the level of Diplomacy , Dialogue , Negotiation skills in the business
- To investigate the importance of Diplomacy, Dialogue, negotiation to managers and employees in private sector.
- Identify profit for the different business
- To identify the benefit/profit of Diplomacy, Dialogue and negotiation for different business sectors
1.5 Research questions
In order to address the main purpose of the study, the researcher sought to answer the following research objectives:
- Do the managers need Diplomacy,Dialogue,and negotiation skill?
- Do the employees need to learn on the Diplomacy,Dialogue, and negotiation skills?
- What is the Gap analysis between managers and employees in relation to Diplomacy,Dialogue and negotiation?
1.6 The relevance and contribution to the study
The findings from this study will be applicable to different systems addressing different businesses. For instance, this study will be important in presenting the need for having success for the business. On the other hand, business entities will be able to design procedures to negotiate, get into dialogues and diplomacy to obtain profits. More so, this study will point out the requirements and skills required for diplomacy, dialogue, and negotiation in achieving success in businesses. The findings will also contribute to a practical analysis of the procedures involved in the success of the businesses.
1.7 Structure of the dissertation
This study is constituted by six chapters.. Chapter one, as presented above, introduces the reader to the issues in diplomacy, dialogue and negotiation when addressing the success of a business. Chapter two outlines the literature that addresses the different views on various solutions and made by different authors on the research objectives. More so, chapter three presents the research methods employed when collecting data for the study. Chapter four presents and analyzes the data collected during the study. Chapter five is devoted to discussing the research findings based on the research objectives. Finally, chapter six summarizes the results from the study and draws the conclusions made from the findings made during the study.
Chapter 2 Literature review (7000 words)
2.1. Introduction
The aim of the literature make reviews in the chapter to address the research questions by examining the already existing body of writing to extract the critical points of the present knowledge including key findings, methodological and liberal contributions to a specific subject (Prutianu, 2008). Moreover, with Prutianu (2008)’s descriptions, the aim of this chapter is to explore the main things that are key in the success of the business through evaluation and to criticallyanalyze the relationship between the diplomacy, dialogue and negotiation. The most recent literature was collected and evaluated in order to explore the varying views and opinions as presented by different authors regarding the use of the diplomatic, dialogue and negotiating techniques to address the success of the business. In this case, the literature sought to address the research objectives presented for this study. These objectives included, to explore the concepts of diplomacy, dialogue, and negotiation as key for the success of the business besides addressing the procedures of using the methods in the success of the business. In addition to this, the literature sought to address the significance of using these identifiers and addressing the profits and benefits that come with dialogue, diplomacy, and negotiation.
2.2. Concepts of diplomacy, dialogue and negotiation for the success of businesses
The literature on diplomacy, dialogue, and negotiation shows a variety of approaches that have been employed in different perspectives (Wolters, 2012). Fjellstorm (2005), Kostecki and Narcy (2007) and the Higher education business forum (2013) who addresses the concepts of dialogue, diplomacy, and negotiation as used by business systems to address various issues present several examples. To begin with, in a case study by Fjellstorm (2005), it is evident that negotiation is generally a process that is involved in the management of relationships. On the other hand, Kostecki and Narcy (2007) point out that negotiation is a human activity that exists between business associates. This suggests that with such views, it is evident that the authors affirm that business negotiation is a critical procedure that addresses the critical point in business relationships that differ between different businesses (Kostecki and Narcy, 2007). Actually, Kostecki and Narcy (2007) seem to agree that business negotiation is the most challenging task in the communication in a businesss system and that it is crucial part of the management teams. In fact, negotiation between businesses enhances the managers in businesses to implement the organizational strategies(Fjellstorm, 2005).
Meanwhile, in a research paper on promoting dialogue in business systems by the Higher education forum (2013), it is evident that with rapid change in the 21st century, business systems need to encourage stakeholders on confidentiality and competence of the products and services. Actually, the reports in the Higher education forum (2013) say that dialogue in business is critically involved in encouraging, collaborating and ensuring there is effective communication between business stakeholders.
Contrarily Meerts (2015) points out that dialogue is a system that bridges the gap between business entities. Further, in the article ‘Diplomatic negotiations: Essence and evolution’ by Meerts (2015), it is evident that negotiations are vital instruments in ensuring a relationship between different parties. According to Meerts (2015), the differing parties in any dispute, for continuance, that will likely endanger the maintainance of peace and security, shall, first, seek a solution by negotiations. More so, Meerts (2015) point out that after looking at negotiations, the parties can do an enquiry, mediation, conciliation, arbitration needs to provide the principles and guidelines with the hope of resolving these issues. While this is true, this author seems to address the procedures of negotiation involved in creating a relationship between different countries. A key drawback of these presentations by Meerts (2015) is that he does not exactly point out how conflicts between employers and employees are involved in negotiation in organizations. A solution to this concern can however be seen in the reports presented by Kostecki and Narcy (2007) while addressing the procedures of negotiation. According to Kostecki and Narcy (2007), employers and employees are engaged in negotiations when they are addressing salaries, performance, and other procedures. From these presentations, Kostecki and Narcy (2007) seem to agree with Meerts (2015) that negotiations are procedures employed when addressing a conflict. Kostecki and Narcy (2007) posits that the actual deed in this case is that negotiations between employees and their employers are supposed to develop into a mutual settlement. Similarly, in the excerpt by Meerts (2015) suggests that in any negotiation, the parties involved in a dispute of any soght can also create or draft a settlement that is reciprocity through mutual agreement. One question that might be asked from these views concerns the similarity between dialogue, diplomacy, and negotiations.
To answer these concerns, one needs to understand what these variables represent in any system. To begin with, Ayuso, Rodriguez and Ricart (2006) present that for any dialogue, business practitioners need to agree and facilitate mutual understanding of the perspectives of the businesses regarding the scope, context and creation of plans for the success of a business entity. Similarly, Ayuso et al., (2006) points out that with dialogue, individuals are now at a position to address the procedures that can be employed in a business organization to achieve profit. For instance, business managers can engage employees through dialogue and discuss different strategies that they can create and implement to ensure customers are retained in the business and that they are improving in productivity. However, while such views seem to suggest what dialogue entails, the prominency of the approaches that address dialogue between different entities seem to revolve around the paradigms of the stakeholders (Schaffzin, 2007). In fact, Schaffzin (2007) says that most of these studies have prominently been used to address the dialogue between business stakeholders with reference to the stakeholder’s theories. According to Schaffzin (2007), business systems have continued to engage in dialogue with an aim of achieving a certain level of profitability while addressing the main aim of the business. To illustrate this, Schaffzin (2007) says that dialogue in any business systems seek to encourage businesses to promote and respect the views of the different parties involved in a dialogue. For instance, business managers need to respect the views of each stakeholder involved in the dialogue (Schaffzin, 2007). The writer posits that in a dialogue, one important factor is for the parties involved to have a mutual understanding on the final decisions and the strategies that they develop at the end of a discussion. More so, with constant dialogue, business managers are able to understand the different views by their employees, which can then be addressed purposefully. Nevertheless, whilst the discussion presented by Fjellstorm (2005) shows the significance of a dialogue to any business, one needs to see what other researchers think of when not all the stakeholders meet the requirements of such dialogues.
However, based on the literature material presented by Zartman (2009)and Prutianu (2008), while such procedures are involved in conflict resolution, dialogue and diplomacy do not need a draft for the agreement to be met between parties. Contrarily, Fjellstorm (2005) views the similarity between negotiations and negotiations rather differently. In particular, Fjellstorm (2005) says that in any negotiation, strategies are employed where wide and varied forms of a trained negotiator acts on behalf of each party. To illustrate this, looking at a new employee who has been hired in a company, the company can agree to negotiate the wages and salaries with the employers through their lawyers. The organization, with its lawyer can draft an agreement that the employees’ lawyer can look and address the issues in the salaries that develop from these negotiations. As long as these lawyers agree, then a preferable settlement can be reached. Nonetheless, not all parties involved in the negotiations have lawyers to represent them.
2.3. Using diplomacy, dialogue and negotiation skills for business success
Bonardi, Hillman and Keim (2005), Chan, Isobeand Makino (2008) and Dahan, Dohand Guay (2006) presented valuable information on the importance of diplomacy, dialogue and negotiation skills in business. Bonardi, Hillman and Keim (2005) observed that the advancement of dialogue and negotiation skills of diplomats from the developed world has been a major factor contributing to commendable business success. Chan, Isobe, and Makino (2008) added that business success in the developed countries has contributed to economic stability and growth contrary to developing countries. Scholars such as Dahan, Doh, and Guay (2006) indicated that, low level of dialogue and negotiation skills amongst the diplomats from developing countries in Africa and Latin America contributed to economic instability and underdevelopment. Dahan, Doh, and Guay (2006) postulated that diplomacy, dialogue, and negotiation are indispensable skills to any successful business managers and employees, either in Small and Medium Enterprises or international businesses. In a similar vein, Dahan, Dohand Guay (2006) inform us that dialogue and negotiation skills amongst the business owners and managers is instrumental in a win-win bargaining process and in enabling the close business deals.
On the contrary, Kostecki and Naray (2007) and Lux, Crook and Woehr (2011). inform us that diplomacy, dialogue and negotiations skills have insignificant role to play in businesses. Kostecki and Naray (2007) added that the success of a business lies with the market need of the goods and services that the business is selling hence diplomacy, dialogue and negotiation is a no issue in the success of businesses. Another scholar Detomasi (2007) observed that some commodities and services such as salt and health services respectively do not require diplomatic, dialogue and negotiation skills to penetrate the market. The buyers will purchase them even if diplomatic, dialogue or negotiation skills that were not employed by the managers or business owners on buyers (Detomasi, 2007). In this regard, Kostecki and Naray (2007) and Lux, Crook, and Woehr (2011) and Detomasi (2007) were convinced that, the success of a business has a large bearing on the type of goods and services being sold by the business, rather than the diplomatic, dialogue and negotiation skills possessed by the business owners, managers, employees and even customers. Kostecki and Naray (2007) and Lux, Crook and Woehr (2011) and Detomasi (2007) were of the view that, the success of a business lies with good market research and not the diplomatic, dialogue and negotiation skills.
Authors such as Petersen and Vredenburg (2009), and Ordeix-Rigo and Duarte (2009) observed that diplomatic, dialogue and negotiation skills are vital in disputes settlements of business. Petersen and Vredenburg (2009) added that Articles of Association and Memorandum of Understanding usually constitute businesses such as partnership businesses and companies. The development of articles of association and memorandum of understanding are crucial documents in settling disputes and conflict resolution between the parties involved(Ordeix-Rigo and Duarte, 2009). Ordeix-Rigo and Duarte (2009) observed that conflict and disputes in businesses arise mostly when it comes to profits sharing, when companies wants to merge, when a member of a partnership business want to quit or when a new member wants to join the business, when a business want to execute processes such as buy in or buy out processes. These processes are central to any business. In this regard the managers and business owners need diplomatic, dialogue and negotiation skills in order to conduct a win-win bargaining process in the development of these documents (Ordeix-Rigo and Duarte, 2009).Another author Windsor (2007) notes that Memorandum of Understanding and Articles of Association are important in dispute settlement and subsequent sustainability and success of a business.
Nevertheless, Saner and Yiu (2005), and Rizopoulos and Sergakis (2010) indicates that the Memorandum of Understanding and Articles of Association are important in disputes settlement of a business hence subsequent business stability and growth. Saner and Yiu (2005), and Rizopoulos and Sergakis (2010) indicated that where managers and business owners do not have adequate knowledge in developing a Memorandum of Understanding and Articles of Association, they outsource a lawyer when need arises to assist them in developing the document or even the disputes settlements.
Rizopoulos and Sergakis (2010), and Kourula and Laasonen (2010) observed that diplomatic, dialogue and negotiation skills amongst business owners and managers is important in enabling establish business partnerships, which are crucial in business stability and growth especially by infant businesses. Rizopoulos and Sergakis (2010) noted that business partnerships involves exploring on businesses with complementary goals such as a company that whose core objective is garment making and a company whose core objective is training garment makers. The second stage of business partnership development is – business partnership proposal to the targeted business partner(Rizopoulos and Sergakis, 2010). It will then involve development of a communiqué to accompany the proposal and forwarded to the targeted business partner for review (Rizopoulos and Sergakis, 2010). If the recipient is happy with the purpose and objective, benefits, and the obligations enshrined in the documents, she may generate a letter of acceptance and schedule a meeting with the proposing party to explore agreed agenda items and pending agenda items that require amendments and that does not apply(Rizopoulos and Sergakis, 2010). This processes and procedures require diplomatic, dialogue and negotiation skills in order to be able to engage into a win-win bargaining process(Kourula and Laasonen, 2010). According to Kourula and Laasonen (2010),business partnerships are instrumental in promoting the success and stability of a business.
Den Hond and De Bakker (2007), and Hillman, and Wan (2005) observed that establishment and retaining customers’ relationship is an important element in any successful business. Another author Betlem, F. (2012)added thatretaining customer relationship requires diplomatic language. Business owners and managers require diplomatic, dialogue and negotiation skills to be able to establish the relationship. Additionally, Den Hond and De Bakker (2007) indicated that diplomacy in business is important in enabling relationship amongst business top executives, government representatives thus facilitating business entry into the new market. To this, effect, Den Hond and De Bakker (2007), and Hillman and Wan (2005) were convinced that diplomatic and negotiation skills are crucial in the success of a business.
Similarly, Arevalo and Fallon (2008) observed that market research in a foreign country investment project require managers and employees who are well equipped with diplomatic and negotiation skills.Arevalo and Fallon (2008) added that six key areas in a multinational business require extensive exploration before a decision on a foreign country investments is made. Arevalo and Fallon (2008) identified these six areas as resources available, the market need, the policies likely to affect the business, rights, and obligations of a foreign business investor and the extent into which the policy affects the business. Arevalo and Fallon (2008) added that diplomacy, dialogue, and negotiation skills are instrumental when exploring the business opportunities in a foreign country. On the contrary, Babbie (2007) presented a different view by arguing that natural qualities of the managers and business owners such as the interpersonal skills and background cultural in the prospective business opportunities are crucial in a foreign country investment project rather than the diplomatic skills.
Saner and Yiu (2005) and Kourula and Laasonen (2010) provided valuable information on the important of meeting in any successful business. Kourula and Laasonen (2010) added that meeting is important in enabling the business owners and managers fast track the business objectives. Similarly, meetings are central to promoting team building amongst the employees in businesses(Saner and Yiu, 2005). According to Saner and Yiu (2005) diplomatic, dialogue and negotiation skills are important to business owners and managers as well as employees in enabling them achieve the overall organizational interest. Kourula and Laasonen (2010) concluded that the usage of diplomatic language is important in business meeting, by upholding professionalism at all times.
Petersen and Vredenburg (2009) observed that corporate social responsibility projects arean important element of a business. Petersen and Vredenburg (2009) added that corporate social responsibility plays a major role in aware and credibility creation activities hence promoting the success of a business. AuthorsArevalo and Fallon (2008) were of the view that a successful corporate social responsibility requires diplomatic, dialogue and negotiation skills. Business owners, managers and other line employees plays a crucial role in initiating, developing and implementing a corporate social responsibility project hence should be well equipped with diplomatic, dialogue and negotiation skills (Arevalo and Fallon, 2008). Petersen and Vredenburg (2009) added that a good corporate social responsibility project ought to be aligned to the emerging issues in the society in order to have a far-reaching impact to the targeted society, stakeholders, and other interested parties. Windsor (2007) initiated insightful thoughts on the importance diplomatic, dialogue and negotiation skills in putting into consideration Nongovernment organization and International organizations areas of interest when formulating the business objectives. To this effect, diplomatic, dialogue and negotiation skills are instrumental to the success of a business (Petersen and Vredenburg, 2009). Nonetheless, Luo, Y. (2006) argued that diplomatic, dialogue and negotiation skills in relation to corporate social responsibility is insignificant to the success of a business as the success of business has a huge bearing on relevancy of the products a business develops for entry into a market.
2.4. Significance of diplomacy, dialogue and negotiation in businesses
Hillman and Wan (2005) described diplomacy as the processes and procedures carried out to facilitate discussion amongst two or more people, thus reaching to an agreement. However, another scholar Saner and Yiu (2005) defined diplomacy as the skill of dealing with people. Hillman, and Wan (2005) defined dialogue as knowledge and ideas dissemination geared towards reaching an agreement regarding an issue. Another author Kourula and Laasonen (2010) defined negotiation as a discussion aimed at finding a solution to a controversial issue either political or religious issue. According to Kourula and Laasonen (2010), Saner and Yiu (2005) and Hillman and Wan (2005) definitions, diplomacy, dialogue and negotiation have a huge significance to the success of a business.
Tsui-Auch and Möllering (2010)provides incredibly valuable information on the significance of diplomacy, dialogue, and negotiation on businesses. Tsui-Auch and Möllering (2010) observed that most successful businesses have branches in a foreign country such as the Comcraft group of companies and General motors. Opening a business branch in foreign country involves diplomacy as was recorded by Tsui-Auch and Möllering (2010). Tsui-Auch and Möllering (2010) observed that businesses branches in a foreign country must discuss with the host government on benefits and obligations. For instance, Tsui-Auch and Möllering (2010) posits that benefits sharing is usually a highly contested issue whereby the businesswish to engage employees from their mother country, whereas the host country may wish the local communities benefits from the investment. In this regard, diplomacy comes into play in order to safeguard each other interest as well as pursuing their own interest(Tsui-Auch and Möllering, 2010).
In a similar vein, Peng, Sun, Pinkham and Chen (2009)observed that the host government and the business ought to deliberate on revenue sharing ratio and strategy whereby a certain percentage should be left with the host government as the other percentage is remitted back to the mother country. Revenue issue constitute the core objective of a business hence both parties are required to diplomatically discuss and agree on the strategy of revenue calculation and sharing strategy(vein, Peng, Sun, Pinkham and Chen, 2009). Vein, Peng, Sun, Pinkham and Chen (2009)indicated that, the agreement on revenue calculation and sharing strategy is important in creating an amicable environment the business to operate in thus contributing to the success of the business. To underscore this argument, vein, Peng, Sun, Pinkham and Chen (2009)observed that diplomacy; dialogue and negotiation are indispensable tools in an international business arena, without which a business bound to fail. On the contrary, Rizopoulos and Sergakis (2010) observed that, the tactic of diplomacy on multinational corporations operating in developing countries has failed miserably. Rizopoulos and Sergakis (2010) observed that multinational corporations from developed world and operating in developing countries always have their way; coming with their own employees and carrying with them almost all their profits. In this regard, Rizopoulos and Sergakis (2010) observed that diplomacy, dialogue, and negotiation with regard to the relationship between multinational corporations developed countries and operating in developing countries has failed and need to be relooked.
Authors such as Wolters (2012) and Richter (2011) provided credible information regarding the crucial role that diplomacy, dialogue, and negotiation play in defining the obligations of multinational corporations in their host states. Wolters (2012) and Richter (2011) argued that these obligations are aligned to emerging issues such as the human rights and environmental issues. Wolters (2012) and Richter (2011) postulates that multinational corporation are guided by international labour law, human rights law and environmental law whereby, multinational corporations are obliged to uphold to the extent of their operations in the host country. Authors such as Rizopoulos and Sergakis (2010) inform us that international labour law, human rights law and environmental law are formulated diplomatically through dialogue and negotiation between various line parties. To this, end, Wolters (2012) and Richter (2011), and Rizopoulos and Sergakis (2010) were convinced that diplomacy, dialogue, and negotiation go hand in hand with business operations and affect its success or failure.
Similarly, scholars such as Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009) inform us those businesses especially those operating beyond territorial borders are controlled by diplomatic protocols, conventions, and agreements. For instance, multinational cooperations dealing with activities that emit pollutants are now directed with United Nations Conventions on Climate Change(UNCCC) of 1992. Similarly, the rights of children as enshrined on Geneva Conventions on the Rights of the Child(CRC) of 1990 also applies to all businesses whereby they should not employ people below the age of majority. In addition, diplomacy is the brainchild of the gender as an emerging in the world community(Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009) inform us that, businesses in the contemplary society are given aligning their organizational policies to be consistent with this gender laws. The Convention on Elimination All Forms of Discrimination Against Women of 1979 has been a guiding right for all businesses (Ordeix-Rigo and Duarte, 2009), and (Petersen and Vredenburg, 2009). Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009) observed that businesses are aligning their policies to be consistent with this Convention such as upward mobility of women employees, harmonization of remuneration of women employees and other issues such as maternity leave. To this end, Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009)were persuaded that diplomacy, dialogue, and negotiation are one of the main factors affecting businesses.
2.5. Identifying profits in the business
Emmerson (2009) defined profits as a gain derived from what has been received and what has been spent, and are measured in monetary terms. Another author Neu (2005) defined profit as the financial surplus between what has been spent. In this regard, profit can be defined as the money obtained from commercial activities after deduction of all the expenses. Authors such as Jevremovič (2010),Emmerson (2009) and Neu (2005) defined business as a conglomeration of commercial activities involved in exchange of good and services. For instance, Emmerson (2009) indicated that the each and every business make investments that cuts across a wide range of spectrum. Customer relations is one of the investments that every business makes geared towards establishment and probably expansion of its market share (Emmerson, 2009).Jevremovič(2010)added that customers do not know what they want hence managers and employees of each business ought to design products and services and convince prospective customers that they actually need the service or good. Another author Neu (2005) inform us that a good customer relationship play a huge role in enabling a business generate the leads in their products and services. In a similar vein, Neu (2005) observed that a credible customer relationship is pegged on good marketing strategy and has a huge bearing on the profitability of the business.
Additionally, authors such as Jevremovič(2010), Neu (2005) and Emmerson (2009)provided valuable information on the role of diplomacy, dialogue and negotiation in developing and maintaining a good customer relationship and the subsequent impact on profit of the business. Jevremovič(2010)added that diplomacy, dialogue and negotiation are concerned with dealing with people and influencing their decision to your favour. Another author Emmerson (2009) indicated that diplomacy is important in promoting good customer relationship which then promotes profit of the business. To this effect, diplomacy, dialogue and negotiation are important in identifying the profit of a business.
Authors such as Madhukar (2009), Burt (2014) and Chen (2010) observed that diplomacy, dialogue and negotiation play a crucial role in communication and reaching the intended recipient. In a similar vein, Madhukar (2009), Burt (2014) and Chen (2010) indicated that advertising and promotion constitute a communication mix, a crucial element of a marketing mix tools, which work marvelously in increasing the profit margin of a business. Author Madhukar (2009) observed that diplomacy, dialogue and negotiation are indispensable tools in communication. In this regard, Madhukar (2009), Burt (2014) and Chen (2010) were convinced that diplomacy, dialogue and negotiation are the key three things in any business and that play a crucial role in identification of company profit. Nevertheless, authors such as Chan, Isobe and Makino (2008)presented a different view arguing that diplomacy, dialogue and negotiation involves lengthy processes and procedures thus its role on the marketing mix is insignificant. To this effect, Chan, Isobe and Makino (2008)inform us that diplomacy, dialogue and negotiation does not affect the identification of profits in a business.
Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) observed that businesses are able to pursue ultimate profits through business partnerships. Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) described business partnerships as preferential treatment in the trading of goods and services.The idea of preferential treatment was echoed arguments presented by Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) indicated that preferential treatment gives businesses a high leverage in increasing the profit margin. Similarly, scholars such as Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) indicated that diplomacy, dialogue and negotiation is the brainchild of business partnerships. Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) pointed out that establishing and retaining business partnership depends heavily on diplomatic and negotiation skills in business. On the contrary Chan, Isobe and Makino (2008) observed that establishment and retainance of business partnership relies on common interest.
Additionally, authors such as Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) inform us that profit identification in businesses has a huge bearing on the employee’s retention. Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) postulated that a successful business is featured by low employee turnover rate, due to good policies the seek to attract and retain the most efficient employees. Authors such as Rensburg, Walt, and Brink (2006) indicated that diplomacy, dialogue and negotiation play a major role in determining the employees turnover rate.
2.6. Benefits of using diplomacy, dialogue and negotiation in business
Dahan, Doh, and Guay (2006) and Den Hond, and De Bakker(2007) noted that businesses obtain immeasurable benefits from diplomacy, dialogue and negotiation.Dahan, Doh, and Guay (2006) argued that, businesses benefits from good employees management, thus being able to have and maintain the most productive workers in the business. (Dahan, Doh, and Guay 2006). Similarly, Den Hond, and De Bakker (2007) indicated that attracting and retaining talented employees is very crucial to the stability and growth of a business. Authors such as Trotschel; Hufmeier; Loschelder; Schwartz;Collwitzer (2011) argued that good diplomatic, dialogue and negotiation practices are vital in attracting and retaining employees. Diplomatic, dialogue and negotiation practices creates a free and fair environment for employees recruitment, remuneration and upward mobility, based on performance(Trotschel, Hufmeier, Loschelder, Schwartz and Collwitzer (2011). On the contrary, Kleef, De Dreu, andManstead (2006) argued that diplomacy, dialogue and negotiaton has a huge bearing on conflict resolution rather than staff employees recruitment, remuneration and upward mobility. The researcher therefore unable to establish the nature of benefit diplomacy, dialogue and negotiation has on employees recruitment, remuneraton and upward mobility.
Furthermore, authors such as Kopelman, Rosette and Thompson (2006)inform us that diplomacy, dialogue and negotiation play a critical role in both creation and retaining good customer relationship. Kopelman, Rosette and Thompson (2006)indicated that amicable customer relationship in businesses is the milestone to its success. Kopelman, Rosette and Thompson (2006) added that good customer loyalty make the business to survive the tides of market fluctuations. Another author, Shell (2006)indicated that customer loyalty depends largely on how employees engage them. Kopelman, Rosette and Thompson (2006) observes that diplomacy, dialogue and negotiation is inseparable from a strategic customer engagement.Nevertheless, Kleef, De Dreu, andManstead (2006) pointed out that the most successful method to engaging customers is through informal methods. Kleef, De Dreu, andManstead (2006) added that informal customer engagement builds confidence amongst the employees thus promoting their loyalty to a business compared to lengthy diplomatic, dialogue and negotiation procedures. To this effect, this study seeks to establish how diplomacy, dialogue and negotiation benefits a business by promoting good customer relationship. The literature available presents a weak rationale that fails to convince a researcher on the role of diplomacy, dialogue and negotiation in building customer relationship.
Marks and Harold (2011) noted that diplomacy, dialogue and negotiation benefits a business by creating an enabling environment for establishment of business partnerships. Marks and Harold (2011) added that diplomacy, dialogue and negotiation play a critical role in the creation of a platform for engagement amongst various business entities’ representatives. Shell (2006) inform us that a platform for engagement is vital in establishing and stabling business environment. Scholars such as,Marks and Harold (2011) indicated that business partnerships are important in both maintaining and expanding the market share. On the other hand, Kopelman and Rosette (2008) business partnerships are established informally through casual meeting such as coffee meetings. According to Kopelman andRosette(2008) business partnership requires convenient and efficient non-procedural methods. Towards this end, this research seeks to determine the role of diplomacy, dialogue and negotiation in the establishment of business partnerships.
Scholars such as Butt, Choi and Jaeger (2005) posits that diplomacy, dialogue and negotiation benefits businesses through creation of an amicable environment for entry into new markets. Butt, Choi and Jaeger (2005) noted that successful entry into new markets of businesses is a milestone to business growth and development. Gates and Steve (2011) added that entry into new markets calls into play negotiations, dialogue and diplomacy due to pre-existing market conditions, and other processes such as off shore and on shore business processes. In this regard, the role of diplomacy, dialogue and negotiation in business entry into new market processes is undisputable whatsoever(Butt, Choi and Jaeger, 2005) and (Gates and Steve, 2011). On the contrary, Kopelman and Rosette(2008)hold that market research takes precedence when it comes to entry into new markets. Kopelman and Rosette(2008) added that the role of diplomacy, dialogue and negotiation when a business is entering a new ,market is insignificant. In this regard, this invstigation seeks to establish the role of diplomacy, dialogue and negotiation during off shoring and on shoring business processes, and entry into a new market.
Authors such as Movius and Susskind (2009) pointed out that the importance of diplomacy, dialogue and negotiation in expanding the market share. Movius, and Susskind (2009) added that diplomacy, dialogue and negotiations are important in maintaining and expanding the market share. Movius, and Susskind (2009) observed that market share can be maintained and even expanded through creation of formidable customer relationships and even maintaining the already existing strategies. On the contrary, Camp and Jim (2007) indicated that diplomatic, dialogue and negotiations strategies are prolonged hence not application the question of market share sustainability and expansion. To this end, that available literature presents a weak rationale due to varying views regarding the contribution of diplomacy, dialogue and negotiation in sustaining and expanding the market share. This study therefore seeks to examine the contribution of diplomacy, dialogue and negotiation in market share retention and growth.
2.7. Conclusion
In conclusion, chapter two examines in detail what other authors and scholars have observed with regard to the contribution of diplomacy, dialogue and negotiation to business success. The chapter has explored extensively five research objectives. The first objective is the relevancy of diplomacy, dialogue and negotiation concepts in business success. The second research objective seeks to establish role of diplomatic, dialogue and negotiation skills to the business success. The third research objectives seeks to establish the significance of diplomacy, dialogue and negotiation to the business success. The fourth research objective seeks to establish the importance of diplomacy, dialogue and negotiation to business success. The fifth research objective seeks to establish the benefits of diplomacy, dialogue and negotiation to businesses.
Chapter 3. Research methods (2500 words)
3.1 Introduction
According to the arguments presented by Bryman and Bell (2007) research methodology is a conglomeration of techniques that are used to obtain data, in social science research. Bryman and Bell (2007) added that research methodology also refers to data analysis techniques and data presentation methods. To this effect, this chapter constitutes an important section of a research because it explains to the reader the methods used in data collection, presentation and analysis (Bryman and Bell, 2007). The chapter therefore plays an integral role in building trust to the readers that the methods used are good enough to give valid and reliable results. In this regard, this chapter presents the techniques used to obtain collect data, data presentation, and data analysis (Bryman and Bell, 2007).
3.2 Research purpose
The available literature presents a weak rationale regarding the correlation between the diplomacy, dialogue and negotiation, and business. To underscore this argument,Prutianu (2008) Terris and Tykocinski(2014) argued that diplomacy, dialogue, and negotiation play an important role in promoting the success of a business. On the other hand, Thomas and Tonra (2012) and Zartman (2005)argued that diplomacy, dialogue, and negotiation comprise prolonged procedures, processes, and formal, involving government officers from different countries. In this regard, diplomacy, dialogue and negotiation applies is a tool used by governments to advance their interest in each other’s country (Thomas and Tonra, 2012)and (Zartman, 2005). According to Thomas and Tonra (2012) and Zartman (2005)’s view diplomacy, dialogue, and negotiation has insignificant effect on business. The antagonistic ideas presented by the available literature regarding diplomacy, dialogue, and negotiation in relation to business weaken the rationale on the correlation between the two variables.The purpose of this research therefore is to establish the correlation between the two variables. This will enable the researcher make valid conclusions and reliable recommendations.
3.3 The research approach adopted
This study used descriptive survey to enable it realize its objectives. -According to Khan (2011), Kagee (2006) and Bernard (2012) descriptive research involves the collection of both primary and secondary data in order to derive new insights concerning the status of a given topic. In this case it was appropriateto establish the correlation between the concepts of diplomacy, dialogue and negotiation, and business success(Khan, 2011), (Kagee, 2006) and (Bernard, 2012). This approach helped the researcher to examine how the business managers have incorporated the art of diplomacy, dialogue, and negotiation in their management practices and contribution these concepts had in their business success. Furthermore, the approach was crucial in investigating the perception of different businesspersons and employees on the use of diplomacy, dialogue and negotiation in their time (Khan, 2011), (Kagee, 2006) and (Bernard, 2012). This research approach was therefore chosen because it is adequate in deriving extensive views from the targeted sample of respondents within a reasonable period of time (Khan, 2011), (Kagee, 2006) and (Bernard, 2012). It was also useful in gathering people’s perceptions, attitudes and opinions as well as personal characteristics like age, average business income and daily activities (Khan, 2011), (Kagee, 2006) and (Bernard, 2012).
3.4 Research methods used
AuthorsBailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006) posits that in a research study, the research approach adopted by a researcher depends on the nature of the study, the subject under study and objectives. Bailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006) observed that two main approaches could be embraced depending on the types of the data researcher is interested in collecting. The two approaches are the quantitative and the qualitative approaches of data collection. Quantitate data collection and analysis involves numerical data collection. Bailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006)’s descriptions, in a quantitative research analysis; there is need for collecting numerical data to enable the researcher to do statistical calculations made at the end the study. Statistical calculation helped the researcher to the correlation between the independent variables and the dependent variable as highlighted in chapter one of the research studies. In addition, quantitative data analysis enabled the researcher to use both questionnaires and interviews for the study Bailey (2008), Kumar (2014) and (Rensburg, Walt and Brink, 2006). To this effect, quantitative data analysis of this study enabled the researcher to have a sound understanding and analysis of the research problem while relating research problem to the research objectives, conclusions, and recommendation of this study. In a similar vein, Bailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006) argued that qualitative research analysis is critical when a studyaims at filling gaps and providing additional information on additional areas of the research study. According to Bailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006) qualitative data analysis provides information that is based on an open-ended questions that can be analyzed by use of content analysis. Qualitative analysisenabled the researcher to use interviews as well as open-ended questions in the questionnaireto seek an in-depth perception of the respondents to the issue at hand. On the other hand, in the quantitative research analysis of the data obtained, the researcher used statistical calculations and inductive reasoning to achieve the research objectives (Bailey, 2008), (Kumar, 2014) and (Rensburg, Walt and Brink, 2006). The two analysis techniques were therefore important in the research as they complement each other. This served to increase the relevancy of the results. Sampling method
Purposive-random sampling was used in this study. Marlow (2010) and Hussain (2011) postulates that purposive random sampling is an important tool in enabling the researcherto collect both valid and reliable data. Marlow (2010) and Hussain (2011) defined purposive-random sampling to involve two sampling stages; the first stage is the identification of as many referrals as possible. The second stage involves random selection of units of analysis from the referrals in order to attain the collect sample size. In this research study, business owners and managers were to be included in two sampling stages whereby the business owners and managers had a minimum of a one year previous experience with the use of the diplomacy, dialogue and negotiation to close important business deals. This research focused on use of diplomacy, dialogue and negotiation in business. Low level employees and buyers were completely excluded from the research.
The researcher used both questionnaires and interviews for primary data collection from the business owners and managers. Questionnaires were mostly comprised of open-ended questions to enable the researcher gather as many views and opinions as possible. Similarly, the study usedinterviews to enable the researcher get instant feedback and points of clarification where the respondent does not understand a question or when the researcher does not understand a response. In this regard, both the questionnaires and interviews were important tools in promoting reliability and validity of the study results (Marlow, 2010) and (Hussain, 2011).The questionnaires and interview questions were formulated in close-reference with the research objectives for ease of analysis.
3.5 Data analysis
The study employed both qualitative and quantitative data analysis. The collected data were categorized, coded, and analyzedwith Ms. Excel, enabling the researcher to conduct quantitative data analysis through use of Ms. Excel. Responses were assigned numerical values to enable statistical calculations with Ms. Excel. Qualitative data obtained from the open ended items were analyzed methodically through the use of both deductive and inductive reasoning, in order to give reliable and results. The questionnaires and interview questions were formulated in close-reference to the research objectives, which research themes for analysis. The research findings were then presented in the form of charts and tables.
3.6 Validity and reliability- triangulation
Based on Bailey (2008), Kumar (2014), Marlow (2010) and Hussain (2011)’s arguments, reliability and validity are measures of the data consistency and accuracy. Reliability measurement was performed in the pilot study by analyzing the correlation between diplomacy, dialogue and negotiation and business success. Validity is described as technique of determining that a scale measures the construct for which it is intended Bailey (2008), Kumar (2014), Marlow (2010), and Hussain (2011). Validity is an important measure in determining the accuracy of research, thus when research is highly valid, the results are deemed to have occurred by the means reported in the study and not by chance or error. Generally, validity and reliability test was done by sending the pilot survey to members of the same population from which the main sample was drawn. Validity was also achieved through triangulation. According to Bailey (2008), Kumar (2014), Marlow (2010) and Hussain (2011) triangulation is a technique that facilitates data validation through the cross verification from multiple sources. This was achieved by crosschecking findings gathered from the primary data with the existing literature and secondary sources.
3.7 Pilot Study
Pilot studies are testing studies done for a research to be conducted thereafter Rensburg, Walt, and Brink (2006). Pilot study is therefore a prior research study that is a significant part of survey Rensburg, Walt and Brink (2006). For this study, a pilot study was done by issuing the survey to five business owners and managers both in public and private corporations. The pilot study was conducted with the use of interviews to obtain reaction from the respondents. The business owners and managers were selected as they were assumed to have similar role purchasing and management needs of a business and that they are the main determinants of either a success or a fail in a business. In addition, respondents to the pilot study encouraged to report the ambiguous questions, errors and suggest improvements to the study. At this stage,the researcher identified no major complications.
3.8 Ethical concerns
In social science, ethical consideration is a crucial element of research as it protects the rights of both the researcher and the respondents as highlighted by (Bilger and Liempt, 2009). Bilger and Liempt (2009) added that ethical consideration protects both the researcher, respondentsto the studyand vulnerable populations like the old, the youth, mentally ill and other physically impaired. For success, the researcher maintained anonymity of the respondents, whereby they were not required to write their names in the questionnaires provided during data collection (Bilger and Liempt, 2009). The participants were made to understand that any information collected would be treated with confidentialitywith anonymity strategy. In addition, the information obtained therefrom was to be used for academic purposes only, as none of the information given would be transferred to any other external individuals such us journalists or even close friends and relatives. All the respondents were also informed about the nature of the research study to ensure all the research procedures were properly followed.
3.9 Limitations
Biasness constituted a major hindrance to the study as it was quite challenging to establish the honesty and preparedness of the respondents. In order to counter the problem, the researcher found it important to embrace anonymity to protect the personal details of the informants. The move was based on the valuable guidance presented by (Bilger and Liempt, 2009). This was intended to guarantee privacy and to confirm confidentiality of the collected data.
3.10 Conclusion
The study used purposeful-random sampling method as was presented by Marlow (2010) and Hussain (2011). The qualitative and quantitative methods were used in this study. This was based on the study conducted by Bailey (2008), Kumar (2014) and Rensburg, Walt and Brink (2006) which identified these techniques to be the most suitable for this study. The study also identified the validity and the reliability of the research tools based on Bailey (2008), Kumar(2014) and Rensburg, Walt and Brink (2006)’s advice. The researcher also identified the areas to go to achieve ethics as required bya social science study, which would be important to achieve the study findings as per the research objectives.
Chapter 4 Data Findings and Presentation of results (4000words)
4.1Introduction
Chapter four of a social science research focuses on detailed presentation of the findings as obtained from the field, or any other relevant sources such as the thesis, reports and journals. Data presentation could be informed of charts, tables and exact quotes from the key informants if interviews and questionnaires constituted methods of data collection(Bailey, 2008), (Kumar, 2014) and (Rensburg, Walt and Brink, 2006). In this particular study, the chapter presents detailed data as was collected from the field. Data presentation has been done with the use charts, tables, and direct quotes from the key informants(Bailey, 2008), (Kumar, 2014) and (Rensburg, Walt and Brink, 2006). This method of data presentation is geared towards improving the readers experience(Bailey, 2008), (Kumar, 2014) and (Rensburg, Walt and Brink, 2006). The method also plays a huge role in promoting understanding amongst the readers, thus making the research findings have far-reaching effects. The presentation of research findings are pegged on the study objectives whereby each research objective constitute a theme in the presentation of the findings. In addition, data presentation is ordered systematically in order of the research objectives highlighted in chapter one of this paper.
4.2Presentation of the results
From the study findings,fifty six percent of the respondents were female business owners and managers, while fourty four percent were male business owners and managers. In this regard, gender aspect had been given due consideration in the primary data collection. To this end, the research findings are valid and relevant. The researcher targeted 45 units of analysis to complete the questionnaires and also 15 key informants were selected from the 45 respondents for interviews. Interviews were done to add more value to the questionnaires responses. Interviewees were selected by use of group-random sampling technique(Bailey, 2008), (Kumar, 2014) and (Rensburg, Walt and Brink, 2006). To achieve this end, the researcher issued out 55 questionnaires to all the prospective respondents. Out of the 55 questionnaires, 47 questionnaires were returned to the researcher, constituting 85% of the questionnaire turnover, which was very good, enabling the research, meets the targeted sample size for the study. The researcher is therefore convinced that the data collected is valid and reliable.
Table 1: concept of diplomacy, dialogue and negotiation
| How do you understand the concept of diplomacy, dialogue, and negotiation? | M | F | TOTAL |
| Negotiation is a formal talk between two or more people in order to reach a common goal | 5% | 2% | 7% |
| Diplomacy is an informal communication between two or more parties in order to achieve a common ground | 6% | 7% | 13% |
| Dialogue and negotiations are tools of diplomacy used to pursue own interest | 3% | 5% | 8% |
| Diplomacy is an important tool used to realise common understanding and resolve conflicts | 9% | 13% | 22% |
| Diplomacy is a political tool for communication leading to creation of economic cooperation, thus irrelevant in my organization. | 3% | 7% | 10% |
| Diplomacy uses dialogue and negotiation used by government officers to achieve commercial reasons | 11% | 9% | 20% |
| Dialogue and negotiations are international tools of diplomacy used by countries to agree on areas of common interest | 7% | 13% | 20% |
| TOTAL | 44% | 56% | 100% |
The research results presented in table above showed that out of the 45 respondents, 7 percent of the respondents were convinced that negotiation is a formal engagement between two or more parties. They observed that,“Negotiation is a formal talk between two or more people in order to reach a common goal.”This segment of population the formal engagements are motivated by a common goal, thus the need for mutual agreement on how to realize a common goal.
Thirteen percent of the respondents noted that, diplomacy is an informal communication between two or more people geared towards achieving a common ground. In the questionnaires issued out to them, they indicated,“Diplomacy is an informal communication between two or more people geared towards a common ground.”In this regard, they could use diplomacy as a negotiation technique in order to close their business deals.
Similarly, eight percent of the respondents observed that, dialogue and negotiations are instruments of diplomacy, which are used by parties involved to achieve their own interest. In the questionnaires issued out to them, they stated that “Dialogue and negotiations are tools of diplomacy used to pursue own interest.” To achieve this end, dialogue and negotiation can used whenever one needs to pursue their own interest, and businesses too have own interest hence the concept is relevant.
Twenty-two percent of the respondents indicated that, diplomacy is a tool used in conflict resolution. This was quite a high percent, meaning that a huge number of the population understood diplomacy as a tool used in resolving conflict. They indicated that, “Diplomacy is an important tool used to realize common understanding and resolve conflicts.” In this regard, according to this group of population, diplomacy has more to do with the conflict resolution rather business activities.
Similarly, ten percent of the respondents noted that diplomacy is a political tool used for information dissemination by government. They added that, diplomacy has little or nothing to do with business but rather a business affair. They noted,“Diplomacy is a political tool for communication leading to creation of economic cooperation, thus irrelevant in my organization.”
Additionally, twenty percent of the respondents were persuaded that diplomacy is intertwined with dialogue and negotiation. They added that they main aim of dialogue and negotiation is to achieve a commercial reasons. They stated,“Diplomacy uses dialogue and negotiation used by government officers to achieve commercial reasons”
In a similar vein, twenty percent of the respondents indicated that, dialogue and negotiations are international tools of diplomacy and are used by countries in pursuit of a common interest. They observed,“Dialogue and negotiations are international tools of diplomacy used by countries to agree on areas of common interest”
4.3The relevance of diplomatic, dialogue and negotiation skills in business growth and stability
| Do you have any diplomatic, dialogue and negotiation skills? If yes, please state. | M | F | Total |
| Yes, I know several foreign languages | 12% | 13% | 25% |
| Yes, I have past diplomatic experience with my government | 7% | 9% | 16% |
| yes, I worked as a special rapporteur for United Nations for 3 years | 4% | 10% | 14% |
| yes, I am a career diplomat | 9% | 13% | 22% |
| no, good interpersonal skills and assertive | 5% | 7% | 12% |
| no, but I am a good debater | 5% | 6% | 11% |
| Total | 42% | 58% | 100% |
From the above table, out of the 45 units of analysis selected for the purposes of this study, 25% indicated that they have good knowledge of foreign languages. They indicated“Yes, I know several foreign languages. Being conversant a foreign language is a diplomatic skill and that is relevant in businesses especially businesses whose activities impact beyond the national borders of the mother country.
Similarly, 16% of the respondents had vast experience in diplomacy having served in governments in a similar capacity. They noted,“Yes, I have past diplomatic experience with my government.”
In addition, 14% of the respondents had worked as rapporteurs in reputed organization prior to their current status. They indicated “yes, I worked as a special rapporteur for United Nations for 3 years.”In this regard, the research concluded that 14% of the respondents had diplomatic, dialogue and negotiation skills.
Similarly, 22% of the respondents had been trained as diplomats. They had persued diplomatic studies in the course of their studies. In the questionnaires issued out to them, they observed, “yes, I am a career diplomat.”To this effect, the researcher was convinced that 22% of the respondents, which constituted the largest number of respondents were well equipped with diplomatic skills through training.
Furthermore, 12% of the respondents did not have diplomatic skills as such but indicated that they had very convincing tongue.In the questionnaire issued out them, they recorded that“no, good interpersonal skills and assertive.”To this end, the researcher conclude that 12% of the respondents possessed good qualities enabling them have their way peacefully.
Similarly, 11% of the respondents indicated that they lacked diplomatic skills, but they had other qualities that enables them succeed. However they noted “no, but I am a good debater.”In this regard, the researcher concluded that each member of this group of respondents believed that they succeeded they are able to debate skillfully thus being able to close business deals.
| What is the role of diplomacy, dialogue, and negotiation in closing business deals? | M | F | Total |
| It helps in establishing good customer relationships. | 15% | 10% | 25% |
| Diplomacy helps in maintaining good customer relations. | 11% | 5% | 16% |
| Helps in solving conflicts arising from partners. | 5% | 9% | 14% |
| Diplomacy and negotiations is crucial determine profit sharing ratio amongst the partners. | 13% | 9% | 22% |
| Diplomacy, dialogue and negotiation is important in determining the future of business. | 6% | 4% | 12% |
| Negotiation are central in agreeing daily activities of a business | 4% | 7% | 11% |
| Total | 42% | 58% | 100% |
From the above table, 42 percent of the respondents to the question, ` What is the role of diplomacy, dialogue, and negotiation in closing business deals?’, were males while 58% of the respondents were females.
25% of the respondents to the questionnaire noted that diplomacy, dialogue and negotiation are important in creating amicable customer relations. They stated, “It helps in establishing good customer relationships.” This group of respondents constituted the highest percentage of respondents. This therefore raises the bar of the effect of diplomacy, dialogue and negotiation in creating customer relationships in businesses.
Similarly, 16% of the respondents noted that diplomacy, dialogue and negotiation is important in maintaining the already existing customer relationship. Maintaining the already existing customer relationship is crucial in the continued liquidity of a business through closing business deals. They observed, “Diplomacy helps in maintaining good customer relations.”
In a similar vein, 14 percent of the respondents argued that, diplomacy, negotiation and dialogue helps them in business dispute settlements, creating an amicable environment to operate on.They indicated, “Helps in solving conflicts arising from partners.” In this regard, the researcher was persuaded that diplomacy, dialogue and negotiation are important in settling disputes amongst the partners.
Additionally, 22% of the respondents argued that diplomacy, dialogue and negotiation are important in enabling them determine the profit sharing ratio amongst the shareholders. In the questionnaires issued out to them, this group of respondents noted, “Diplomacy and negotiations is crucial in determining profit sharing ratio amongst the partners.”
Furthermore, 12% of the respondents were convinced that diplomacy dialogue and negotiations are crucial in determining stability of the business. They indicated, “Diplomacy, dialogue and negotiation is important in determining the future of a business”.To this effect, the research concluded that diplomacy, dialogue and negotiation contributes to stability of a business.
Similarly, 11% of the respondents were convinced that diplomacy, dialogue and negotiation are key determining daily activities and objectives of a business. In the questionnaires issued out to them, they noted“Negotiation are central in agreeing daily activities of a business”
| What is the contribution of diplomacy, dialogue, and negotiation skills to the business’ marginal profit? | M | F | Total |
| Diplomacy are crucial in formulation of business partnerships which increase profit margin. | 13% | 12% | 25% |
| Diplomacy and negotiation is important in installing good customer relations. | 8% | 8% | 16% |
| Promotes stability of a business | 5% | 9% | 14% |
| Diplomacy, dialogue and negotiation helps when entering a new market | 13% | 9% | 22% |
| Negotiation is important in business growth and opening new branches | 7% | 5% | 12% |
| Diplomacy enhances team work | 4% | 7% | 11% |
| Total | 58% | 42% | 100% |
From the table above, out of the 45 units of analysis responding to the question, “What is the contribution of diplomacy, dialogue, and negotiation skills to the business’ marginal profit?”, 58% of the respondents were male while 42% of the respondents were female.
25% of the respondents noted that diplomacy, dialogue and negotiation plays an important role in increasing the profit margin of a business through formation of business partnerships. They noted“Diplomacy are crucial in formulation of business partnerships which increase profit margin.”
In a similar vein, 16% of the respondents indicated that diplomacy, dialogue and negotiation contributes towards increasing the profit margin of a business through amicable customer relationship. They indicated, “Diplomacy and negotiation is important in installing good customer relations.” In this regard, the study concludes that good customer relationship has a positive effect on the profit margin of a business.
In addition, 14% of the respondents noted that, diplomacy, dialogue and negotiation promotes stability of a business by providing a platform for engagement regarding areas of disagreement and profit sharing. They noted“Promotes stability of a business”. To this effect, the researcher is convinced that diplomacy, dialogue and negotiation has a positive impact on the stability of a business.
Additionally, 22% of the respondents observed that, diplomacy, dialogue and negotiation plays a role in widening the profit margin of a business, through providing a platform for engagement into entry of new markets. In the questionnaires issued out to them, they indicated, “Diplomacy, dialogue and negotiation helps when entering a new markets”. This group of respondents constituted the second largest hence places a significant impact on the business identification of profit.
Similarly, the above argument was echoed by 12% of the respondents. The group was convinced that diplomacy, dialogue and negotiations enables businesses open new branches. They indicated, “Negotiation is important in business growth and opening new branches.”
Furthermore, 11% of the respondents noted that, diplomacy, dialogue and negotiation s important in enhancing team work. “Diplomacy enhances team work”.The study concludes that diplomacy and negotiation has a bearing on team work, which has a subsequent impact on increasing the profit margin of a business.
| What are the benefits of diplomacy, dialogue, and negotiation to your business? | M | F | Total |
| Diplomacy, dialogue and negotiation widens the market base through good customer relations | 9% | 14% | 25% |
| Widens the profit marging through entry into new markets. | 11% | 5% | 16% |
| Diplomacy benefits a business good conflict resolution and settlement | 3% | 11% | 14% |
| Diplomacy, dialogue and negotiation provides a framework for expansion and growth | 13% | 7% | 22% |
| Promotes stability of a business through dispute settlement framework | 7% | 5% | 12% |
| Diplomacy provides to businesses with strategy for dissolution and amalgamation. | 6% | 6% | 11% |
| Total | 42% | 58% | 100% |
From the table above, there varied responses regarding the benefits a business derive from diplomacy, dialogue and negotiation. The question was, “What are the benefits of diplomacy, dialogue, and negotiation to your business?”42% of the 45 units of analysis were males while 58% were females.
25% of the respondents indicated that one of the benefits a business can derive from diplomacy, dialogue and negotiation is the widened market base through good customer relations. They indicated, “What are the benefits of diplomacy, dialogue, and negotiation to your business?”
Furthermore, 16% of the respondents noted that business benefits from diplomacy, dialogue and negotiation through a widened market base that arise from good customer relations. They noted, “What are the benefits of diplomacy, dialogue, and negotiation to your business?”
Additionally, 14% of the respondents rightfully observed that diplomacy, dialogue and negotiations benefits businesses by creating a platform for engagement for disputes settlement. They observed, “Diplomacy benefits a business good conflict resolution and settlement.”
Similarly, 22% of the respondents noted that diplomacy, dialogue and negotiation benefits a business by enabling business to grow through a feasible strategy for business growth. They observed, “Diplomacy, dialogue and negotiation provides a framework for expansion and growth.”
In a similar vein, 12% of the respondents were informed that businesses benefits from diplomacy, dialogue and negotiation by providing a good environment for dispute settlement. In the questionnaires issued out to them, this group of respondents argued, “Promotes stability of a business through dispute settlement framework.”
Furthermore, 11% of the respondents presented a valuable argument regarding how diplomacy, dialogue and negotiation benefits a business by providing a good approach for business dissolution and amalgamation in case of either eventuality. This group of respondents indicated ,” Diplomacy provides to businesses with strategy for dissolution and amalgamation.”
Interview schedule
- What is the relevancy of diplomacy, dialogue, and negotiation in your daily activities?
Furthermore, out of the 10 key informants selected for interviews, 7 of the indicated that diplomacy, dialogue and negotiation is very useful. They noted…”daily business activities involves a lot of consultation and negotiation in pursuit of organizational interest. These consultation and negotiations borrows a lot from diplomacy and dialogue hence very relevant.” In this regard, the research is persuaded that diplomacy, dialogue and negotiations are relevant to their studies.B. Do you have any diplomatic documents such as communiqué in your organization and if yes, what do you use them for?
In addition out of the 10 key informants interviewed, 6 indicated that they have diplomatic, dialogue and negotiation blue prints framework, which are used in guiding them how feasible dialogue and negotiation consist of and how they could use them to enhance their business activities. They also noted that there are reports generated for various business activities including meeting, which resemble position papers and minutes generated during government’ diplomatic meeting. One of the key informants pointed out…”in my organization, we have detailed guidelines on how to close business deals between business partners and ultimate customers and a detailed report is generated after every such meetings and deals.” In this regard, the researcher concluded that diplomatic, dialogue and negotiation documents play a crucial role in fostering a business success.
- Do you have any diplomatic, dialogue and negotiation certification for past record?
To sum it all, out of the 10 key informants interviewed for the purposes of this study were asked, “Do you have any diplomatic, dialogue and negotiation certification for past record?” This study found out that a significant number of business owners and managers had good diplomatic background. 8 of the key informants noted that they had been certified by either an examination body such as their institutions of higher learning, and or practicing body. In this regard, the researcher was convinced that diplomacy, dialogue and negotiations are important in every aspect of a business in closing business deals.
- What is the role of diplomacy, dialogue, and negotiation in closing business deals in your organization?
Similarly, 6 out of the 10 interviewees selected for the purposes of this investigation diplomacy, dialogue and negotiation is crucial in enabling business owners and managers close business deals, by creating an environment to negotiate the points of disagreement and convert them to agreed agenda items. They were asked, “What is the role of diplomacy, dialogue, and negotiation in closing business deals in your organization?” In this regard, the study concludes that these three things; diplomacy, dialogue and negotiation are important in enabling both managers and business owners be able to play a win-win game in the world of business.
- What is the advantage of having diplomacy, dialogue, and negotiation skills in comparison to your key competitors?
Out of the 10 key informant selected for interviews for the purposes of this study were asked, “What is the advantage of having diplomacy, dialogue, and negotiation skills in comparison to your key competitors?” 8 of them observed that diplomacy, dialogue and negotiation enabled them fast track the set targets and the daily activities. In this regard, this study is persuaded enough to conclude that diplomacy, dialogue and negotiation skills are vital to any business.
4.4Conclusion
In conclusion, this chapter presents raw data as was collected from the field, from both the questionnaires and interviews. The data presentation has been done by use of tables and directs quotes from the respondents and key informants. This approach was adopted to enhance readers’ experience as was argued by Bailey(2008), Kumar(2014) and Rensburg, Walt and Brink(2006). detailed analysis of the results has been done in chapter five, and in close reference to literature review presented in chapter two.
Chapter 5 Data Analysis and Discussion (6000 words)
5.1. Introduction
This chapter is constituted by the critical analysis of the research findings. The discussion is drawn from data analysis and conclusions. Data analysis is done in order of research objectives and in close reference with the literature review. In this chapter, the researcher informs the reader whether the research objectives identified in chapter one of the paper was achieved or not. Chapter five is the cornerstone to a research-report as it gives the research an opportunity to inform the readers how conclusions are being drawn and the connection between the available literature and the study findings.
5.2. Overview
This chapter recorded an analysis of the research findings in comparison to the literature review. Data analysis was done in order of the research findings that were identified in chapter one. The first research objective was to explore the concept of Diplomacy, Dialogue, and negotiation as the key for success in business. The second research objective was to examine the level of diplomacy, dialogue, and negotiation skills in the business. The third research objective was to investigate the importance of diplomacy, dialogue, and negotiation to business owners and managers in private sector. The fourth research objective was to examine the contribution of diplomacy, dialogue, and negotiation to the profit margin of a business. The fifth research objective was to establish the benefits derived from diplomacy, dialogue, and negotiation by businesses. The discussion therefore focused on the findings based on this research objective.
5.3. The concept of diplomacy, dialogue and negotiation in business
Wolters (2012), Fjellstorm (2005), Kostecki and Narcy (2007) arguments are consistent with this study’s findings. Wolters (2012), Fjellstorm (2005), Kostecki and Narcy (2007) were persuaded that diplomacy, dialogue and negotiation constitute a formal process involving two or more parties and geared towards a common goal, and where the parties have different interests. These views are coherent with this study’s findings whereby7 percent of the respondents were convinced that negotiation is a formal engagement between two or more parties. However, the views presented by Ayuso, Rodriguez and Ricart (2006) fails to meet the threshold of this study’s findings. Ayuso, Rodriguez and Ricart (2006) noted that negotiation is not always formal, but rather can be both formal and informal process depending on the prevailing situations.
In addition, Kostecki and Narcy (2007) indicated that diplomacy is an informal communication by two or more parties, and that this communication is geared towards coming into a common understanding on areas of misunderstanding or conflict of interest. To this effect, Kostecki and Narcy (2007)’s arguments are consistent with this study’s findings. Thirteen percent of the respondents noted that, diplomacy is an informal communication between two or more people geared towards achieving a common ground. In the questionnaires issued out to them, they indicated, “Diplomacy is an informal communication between two or more people for realization of a common ground.” It can therefore be deduced that diplomacy, dialogue, and negotiation are important tools in closing business deals. Nevertheless, the arguments made by Ayuso et al., (2006) do not meet the threshold of this study’s findings. Ayuso et al., (2006) argued that diplomacy, dialogue, and negotiation constitute a formal process mostly used by governments to pursue interest in another country.
Additionally, eight percent of the respondents to this research observed that, dialogue and negotiations are instruments of diplomacy, whichare used by parties with conflicting interest topursue their interest. These findings resonate extensively with the views presented by Kostecki and Narcy (2007) as highlighted in chapter two of this report. Kostecki and Narcy (2007) observed that diplomacy employs dialogue and negotiation to realize diplomatic objectives. Kostecki and Narcy (2007) added that diplomacy involves pursuit of own interest through peaceful means. To achieve this end, diplomacy, dialogue and negotiation are therefore instrumental in enabling businesses in marketing and penetrating the market. Zartman (2009) observed that, dialogue and negotiation coupled with diplomatic skills play a major role in making a successful entrepreneur.
Further, the descriptions given by Ayuso, Rodriguez and Ricart (2006) as was recorded in literature review of this study resembles twenty two percent of the respondents to this study. Ayuso, Rodriguez and Ricart (2006) argued that, diplomacy is an important instrument in settlement of disputes. Twenty two percent of the respondents indicated that, diplomacy is a tool used in conflict resolution. Ayuso, Rodriguez and Ricart (2006) observed that businesses have conflicts of interest that require diplomatic skills to resolve them without hurting the business.This group of respondents constituted the highest percentage of respondents. They observed that, “Diplomacy is an important tool used to realize common understanding and resolve conflicts.”In this regard, according to this group of population, diplomacy has more to do with the conflict resolution. In addition Ayuso, Rodriguez and Ricart (2006)’s report noted that conflicts are part and parcel of business thus require diplomacy, dialogue and negotiation to maintain stability of a business. On the contrary, the arguments presented by Meerts (2015) fails to meet the threshold of this study’s findings. Meerts (2015) indicated that diplomacy, dialogue, and negotiation are government tools employed to realize a government interest in foreign country.
In a similar vein, the arguments recorded by Wolters (2012) and Fjellstorm (2005) resonates well with this study’s findings. Ten percent of the respondents noted that diplomacy isboth a political and a business tool used for information dissemination by both the governmentand businesses. They added that, diplomacy has little or nothing to do with business but rather a business affair. They noted,“Diplomacy is a political and a business tool used for communication leading to creation of economic cooperation.”Wolters (2012) and Fjellstorm (2005) added that most successful businesspersons and bureaucrats use diplomacy, dialogue, and negotiation in advancing their interest.However the views presented by Schaffzin (2007) are inconsistent with this research’s findings. Schaffzin (2007)reports’ emphasized that diplomacy, dialogue, and negotiation are applicable in political arena rather than business.
Similarly, Ayuso, Rodriguez and Ricart (2006) meets the threshold of this study’s findings. Ayuso, Rodriguez and Ricart (2006) observed that, diplomacy, dialogue, and bureaucrats for both commercial and peace maintenance purposes use negotiations. This argument was echoed by twenty percent of the respondents to this study. Twenty percent of the respondents were convinced that the main aim of diplomacy,dialogue, and negotiation is to achieve commercial reasons for the government. Nonetheless,Fjellstorm (2005) are incoherent with this study’s findings. Fjellstorm (2005) emphasized that diplomacy;government officers use dialogue and negotiationfor conflict resolution purposes rather that commercial purposes.
Meerts (2015) and Ayuso, Rodriguez and Ricart (2006) observed that diplomacy, dialogue, and negotiation are international tools that promote realization of common interest through mutual bargaining. Meerts (2015) and Ayuso, Rodriguez and Ricart (2006)’s perspectives echoed these research findings. Twenty percent of the respondents to this research noted that diplomacy,dialogue, and negotiations are international tools of diplomacy and are used by countries in pursuit of a common interest. On the contrary, Wolters (2012) and Fjellstorm (2005)’s views as recorded in chapter two of this study failed to meet the threshold of this study’s findings. Wolters (2012) and Fjellstorm (2005)’s observed that diplomacy, dialogue, and negotiation draws relevancy from government officers in their conflict resolution and settlement activities.
5.4. Relevance of diplomatic, dialogue and negotiation skills in business
The study findings proves that diplomatic, dialogue and negotiations skills are instrumental in businesses. For instance, the researcher concluded that a large percentage of repondents were equipped with diplomatic skills. In this regard, this study’s findings echoed arguments presented by Bonardi, Hillman and Keim (2005) was recorded in chapter two of the literature review. Bonardi, Hillman and Keim (2005) observed that diplomatic, dialogue and negotiation skills are indispensable in business successes. To underscore this argument, 25% of the respondents noted that they had good knowledge of foreign languages. This findings resembled conclusions made by Bonardi, Hillman and Keim (2005). Bonardi, Hillman and Keim (2005) were rightfully informed that knowledge of foreign languages is crucial to businesses owners and managers whose businesses are transacting beyond the national borders of the mother country. On the contrary, arguments presented by Kostecki and Naray (2007) failed to meet the threshold of this study’s findings. Kostecki and Naray (2007) observed that knowledge of foreign languages is not instrumental to businesses success. Kostecki and Naray (2007) added that business success is pegged on demand of the commodity or service that the business is offering.
In a similar vein, this study’s findings resonated extensively with the arguments presented by Chan, Isobe, Makino (2008) .This study concluded that credible experience in diplomacy, dialogue, negotiation is important in enabling business owners, and managers apply similar strategies to close business deals. Similarly, Chan, Isobe and Makino (2008). experience in diplomatic, dialogue and negotiation working in environment works miracles in placing business owners and managers at a competitive edge. On the other handLux, Crook and Woehr (2011) indicated that diplomatic, dialogue and negotiation qualities and skills are inborn thus are not derived from the experience of a person. These arguments therefore, do not meet the threshold of this study’s findings has been rendered invalid to the extent of their inconsistency.
In addition, this study’s findings resembles arguments presented by Dahan, Doh, and Guay (2006) as was recorded in chapter two. The researcher concluded that rapporteur is an important diplomatic, dialogue and negotiation skill promoting success in businesses. To underpin this argument, 14% of the respondents to the questionnaire and interviews indicated that they had worked as rapportuers in reputed organization prior to their current status. To this effect, the research concluded that diplomatic, dialogue and negotiation skills are important in enabling individuals succeed in their businesses. In addition,Dahan, Doh, and Guay (2006)observed that diplomatic, dialogue and negotiation skills are used by governments in their commercial activities. Commercial activities and business activities refers to close to similar thing(Dahan, Doh, and Guay, 2006). In this regard, the arguments by Dahan, Doh, and Guay (2006) meets the threshold of this study’s findings. However, the arguments presented by Bonardi, Hillman and Keim (2005) are incoherent with this study’s findings. Bonardi, Hillmanand Keim (2005) observed that there is a huge difference between government commercial activities and private commercial activities. Bonardi, Hillman and Keim (2005) added that government commercial activities are prolonged compared to private commercial activities hence similar skills cannot apply. To this end, this arguments fails to meet the threshold of this study’s findings and thus has been rendered invalid.
In addition, the arguments presented by Lux, Crook and Woehr (2011) as recorded in chapter two are consistent with this study’s findings.Lux, Crook and Woehr (2011) noted that diplomatic skills could be derived from training or from experience. 22% percent of the respondents, which constituted a large segment of the respondent obtained their diplomatc, dialogue and negotiation skills from training. These findings echoed the postulation brought forward by Lux, Crook and Woehr (2011) as was recorded in chapter two. Nonetheless, the views put across by Kostecki and Naray (2007) failed to meet the threshold of this study’s findings. Kostecki and Naray (2007) argued that diplomatic, dialogue and negotiation skills were relevant in government procedures and processes and not in private sector. Kostecki and Naray (2007) were informed that diplomatic, dialogue and negotiation skills are irrelevant in businesses because they mainly deal with conflict resolution and settlement.
In conclusion, the researcher was convinced that diplomatic, dialogue and negotiation skills has a positive contribution towards success of businesses. This conclusion has been arrived at following primary data collected from questionnaires and interviews. The findings were then analyzed in close reference to the literature review recorded in chapter two of this study. The researcher is therefore persuaded that there indeed exists a positive relationship between diplomacy, dialogue and negotiation and business management.
5.5. The importance of diplomacy, dialogue and negotiation tools in business growth and stability
This study’s findings prove that diplomacy, dialogue and negotiation instruments are of great importance to business stability. To underscore this argument, 25 percent of the selected units of analysis for this study noted that the three things are a milestone to creation of good customer relationships. These findings resembled arguments presented by Hillman and Wan (2005), and Saner and Yiu (2005) as was recorded in literature review. Hillman and Wan (2005), and Saner and Yiu (2005) argued that the three things that are crucial to establishment of a good customer relationship are diplomacy, dialogue, and negotiation. Furthermore, Hillman and Wan (2005), and Saner and Yiu (2005) indicated that good customer relationship is important for business stability and growth. On the contrary, the arguments presented by Rizopoulos and Sergakis (2010) do not meet the threshold of this study’s findings. Rizopoulos and Sergakis (2010) indicated that diplomacy, dialogue and negotiation are lengthy processes and procedures with insignificant effect on the creation of customer relationships in businesses.
In a similar vein, the study results resonated with views presented by vein, Peng, Sun, Pinkham and Chen (2009) as was recorded in chapter two. This study’s results showed that diplomacy, dialogue and negotiations are important in maintaining the already existing customer relationships. These findings echoed the arguments presented by vein, Peng, Sun, Pinkham and Chen (2009) as was recorded in the review of literature. Nonethelesss, the study results deviated significant from the ideas presented by Tsui-Auch and Möllering (2010) in chapter two of this study. Tsui-Auch and Möllering (2010) argued that there is no close link between diplomacy, dialogue and negotiation, and customer relations in businesses. Tsui-Auch and Möllering (2010) added that the above mentioned tools are used by government officers for commercial and political purposes hence has no role in customer relations in businesses. These arguments therefore fail to meet the threshold of this study’s findings.
This study’s results also showed that diplomacy, dialogue and negotiation are useful tools in disputes settlement in a business set up. 14 percent of the respondents informed the study that diplomacy, negotiation and dialogue helps them in their businesses’ dispute settlements, thus creating a good environment to operate on. These findings echoed the arguments presented by Kourula and Laasonen (2010) as was recorded in chapter two of this investigation. Kourula and Laasonen (2010) noted that diplomacy, dialogue and negotiation are crucial businesses dispute’s settlement amongst other aspects. In this regard, Kourula and Laasonen (2010) ideas meet the threshold of this study’s findings. Nevertheless, the arguments posited by Wolters (2012) and Richter (2011) was recorded in literature review does not meet the threshold of this study’s findings. Wolters (2012) and Richter (2011) observes that diplomacy, dialogue and negotiation involves prolonged procedures and processes hence not a suitable tool for use in businesses. To this effect, these findings have been ruled out by this study’s findings.
Similarly, the study’s findings showed that diplomacy, dialogue and negotiation are useful in businesses in establishing the frameworks for profit sharing amongst the business partners. This findings resembled arguments presented by Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009) as recorded in literature review of this study. Ordeix-Rigo and Duarte (2009), and Petersen and Vredenburg (2009) postulated that diplomacy, dialogue and negotiations provides a platform for engagement of various stakeholders to develop working papers including articles of association, Memorandum of Understanding and the Memorandum of Agreement. These arguments therefore meet the threshold of this study’s findings. However, the argument presented by Arevalo and Fallon (2008) as was observed in literature review does not meet the threshold of this study’s findings. Arevalo and Fallon (2008) indicated that diplomacy, dialogue and negotiation are government tools used by bureaucrats to advance government’s interests in another country.
The study results also showed that most businesses are equipped with diplomatic, dialogue and negotiation documents. These documents included report which are classified into various categories including monthly reports, quarterly reports, biannually reports and yearly report to enable top management team and all stakeholders be able to monitor the progress. These findings resemble significantly with the views presented by Kourula and Laasonen (2010). . Kourula and Laasonen (2010) noted that diplomatic, dialogue and negotiation documents include communiqués, reports dialogue and negotiation guidelines at varying levels.
5.6. The role of diplomacy, dialogue and negotiation in increasing profit margin of a business
The study results showed that diplomacy, dialogue and negotiation are important tools in increasing the profit margin of a business. To underscore this conclusion, 25% of the units of analysis noted that diplomacy, dialogue and negotiation contributes significantly to increasing the profit margin of a business by facilitating establishment of business partnerships. These findings resonate extensively with the insights presented by Jevremovič (2010),Emmerson (2009) and Neu (2005) as was recorded in chapter two of this study. Jevremovič(2010), Emmerson (2009) and Neu (2005) observed that diplomacy, dialogue and negotiation creates a platform for business talks, enabling business owners and managers explore various business opportunities, develop business relations and partnerships to tap the untapped market needs. In this regard, the arguments by Jevremovič(2010), Emmerson (2009) and Neu (2005) meets the threshold of this study’s findings. Nonetheless, the insights presented by Burt (2014) and Chen (2010) fail to meet the threshold of this study’s findings. urt (2014) and Chen (2010) argued that diplomacy, dialogue and negotiation tools have more political orientation rather than commercial orientation. Towards this end, Burt (2014) and Chen (2010)’s views do not meet the threshold of this study’s findings and have therefore, been rendered invalid.
Furthermore, the study findings established that diplomacy, dialogue, and negotiations have a positive contribution in increasing profit margin through stable customer relationships. This finding resonates extensively with arguments presented by Chan, Isobe and Makino (2008)as was recorded in chapter two of this study. Chan, Isobe and Makino (2008) observed that diplomacy, dialogue, and negotiation are crucial elements in establishment of good customer relations. On the contrary, Madhukar (2009)’s arguments are incoherent with this study’s findings. Madhukar (2009) diplomatic, dialogue and negotiation processes are insignificant in establishment of customer relations. Madhukar (2009), added that the three elements are government tools. In this regard, Madhukar (2009)’s arguments have been rendered invalid.
Similarly, this study’s results resembles arguments presented by Schaffzin(2007), and Terris, L.G. and Tykocinski (2014) on the contribution of diplomacy, dialogue and negotiation on the profit margin of a business. Schaffzin (2007), and Terris, L.G. and Tykocinski (2014)’s arguments note that diplomacy, dialogue and negotiation are important in promoting stability of a business by proving a framework for disputes settlement and increasing the profit margin. In this regard, Schaffzin (2007), and Terris, L.G. and Tykocinski (2014) arguments meet the threshold of this study’s findings.
In addition, this study finding showed that diplomacy, dialogue and negotiations are useful in enabling businesses enter new market. This is usually due to great involvement of various players with conflicting interests, including the existing businesses and policy makers. These findings resemble to a great extent the arguments presented by Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) as was recorded in chapter two of this study. Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) noted that business entry into a new market has many obstacles including the existing businesses and policy makers, and the businesses are required to use dialogue and negotiation to trade their differences for the benefits of all. To this end, these arguments are coherent with this study’s findings thus have been rendered valid and reliable. On the contrary, the arguments presented by Den Hond, and De Bakker(2007)’s views are not supported by this study’s results and hence have been rendered irrelevant. Den Hond, and De Bakker(2007) observed that successful entry into new markets by business is grounded on the product or service the business is selling.
The study results also showed that the three things; diplomacy, dialogue and negotiations promotes team work in businesses. The study further established that team work in an organization increases the profit margin through increased productivity and efficiency. These findings resemble the conclusions made by Kleef, De Dreu, andManstead (2006). Kleef, De Dreu, andManstead (2006) observed that diplomacy, dialogue and negotiations promotes consultations amongst the business owners and managers. Kleef, De Dreu, andManstead (2006) added that consultation amongst the business owners and managers is crucial in increasing productivity and efficiency amongst the members with subsequent increase in profit margin. On the other hand, the arguments presented by Kopelman, Rosette and Thompson (2006) do not meet the threshold of this study’s findings. Kopelman, Rosette and Thompson (2006) noted that diplomacy, dialogue and negotiation have insignificant effect on team work in businesses because it’s a government affair, involving lengthy processes and procedures.
In addition, the study results showed that diplomacy, dialogue and negotiation are central in closing business deals by both the business owners and managers. This finding resonates extensively with the arguments presented by Marks and Harold (2011) as was indicated in chapter two of this paper. Marks and Harold (2011) observed that diplomacy, dialogue, and negotiation play a huge role in enabling the business owners and managers close business deals. Marks and Harold (2011) added that closing business has a huge bearing on increasing profit margin of businesses. Nonetheless, the arguments presented by Kopelmanand and Rosette (2008) as was indicated in literature review of this study fail to meet the threshold of this study’s findings. Kopelman and Rosette(2008) noted that the product or service a business sells takes precedence in closing business deals rather than diplomacy, dialogue and negotiation. In this regard, the arguments presented by Kopelman and Rosette(2008) have been rendered invalid to the extent of their inconsistency.
5.7. Conclusion
In conclusion, chapter five of this study attempts to examine the relationship and the nature of relationship between the literature review and the reality. The study adopted credible data collection tools in chapter three such as interviews and questionnaires. Good choice of data collection tools have a huge bearing on the validity and reliability of the data. Data validity and reliability is key in data analysis thereby enabling the researcher make valid conslusions and recommendation.
6.1. Introduction
This chapter is made up of the major conclusions on the findings as derived in chapter five of data analysis. In this regard, this chapter is the most important in a social science research as it gives the researcher an opportunity to make conclusions based on research objectives. In addition, this chapter gives the researcher an opportunity to make recommendation grounded on the study conclusions. Furthermore, it enables the study have a long-term impact to the targeted society.
6.2. Conclusions
The first research objective was to explore the concept of Diplomacy, Dialogue, and negotiation as the key for success in business. The study concludes that the concepts of diplomacy, dialogue, and negotiation are relevant to the business. The study findings showed that, a large number of business owners and managers had sound knowledge of diplomacy, dialogue and negotiation and how affect their working environment. These findings echoed the argument presented by Wolters (2012), Fjellstorm (2005), Kostecki and Narcy (2007) in literature review. Wolters (2012), Fjellstorm (2005), Kostecki and Narcy (2007) observed that, the concepts of diplomacy, dialogue, and negotiations cannot be separated from business and that they have an application in businesses. To this effect, the research is persuaded that diplomacy, dialogue and negotiation concepts are relevant in commercial activities, both government and individuals.
The second research objective was to examine the level of diplomacy, dialogue, and negotiation skills in the business. This study found that, business owners and managers have credible diplomacy, dialogue, and negotiation skills. These skills included knowledge of foreign and report writing skills. Some had developed their skills from training and others from experience due to nature of their work. These findings resonated extensively with conclusions made by Bonardi, Hillman and Keim (2005) as was indicated in the literature review. Bonardi, Hillman and Keim (2005) noted that diplomatic, dialogue and negotiation skills are important to business owners and managers, making them be competitive in their work. In this regard, the researcher was convinced that successful business owners and managers are well equipped with diplomacy, dialogue and negotiation skills.
The third research objective was to investigate the importance of diplomacy, dialogue, and negotiation to business owners and managers in private sector. These study findings showed that diplomacy, dialogue and negotiations are important to managers and business owners. A significant number of business owners and managers indicated that their diplomatic skills placed them at a competitive edge in closing business deals. In addition, this study proved that, diplomacy, dialogue and negotiation enables business owners and managers to fast track the daily activities through report and consultations. These findings resonated extensively with arguments brought forward by (Movius and Susskind, 2009) and (Camp and Jim, 2007) as was recorded in chapter two. (Movius and Susskind, 2009) and (Camp and Jim, 2007) observed that, diplomacy, dialogue and negotiations are crucial in keeping good track record of the previous activities. (Movius and Susskind, 2009) and (Camp and Jim, 2007) added that diplomacy, dialogue and negotiation promotes efficiency and productivity of both the managers and employees. In this regard, the researcher was convinced that diplomacy, dialogue, and negotiations are important to business owners and managers.
The fourth research objective was to examine the contribution of diplomacy, dialogue, and negotiation to the profit margin of a business. The study results showed that diplomacy, dialogue and negotiations increases the profit margin of businesses, by fostering creation and maintenance of good customer relationships. The findings further indicated that good customer relationships promote stability of a business by increasing the profit margin derived from customer loyalty. These findings resemble views presented by Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) as was indicated in chapter two of this report. Rensburg, Walt, and Brink (2006), and Rizopoulos& Sergakis (2010) observed that diplomacy, dialogue, and negotiation contributes positively in widening the profit margin through good customer relationships. In this regard, the researcher was convinced that diplomacy, dialogue, and negotiation contribute in widening the profit margin.
The fifth research objective was to establish the benefits derived from diplomacy, dialogue, and negotiation by businesses. The study findings proved that diplomacy, dialogue and negotiation benefit businesses through various aspects. These aspects include good employees’ management by both the managers and business owners. Additionally, diplomacy, dialogue, and negotiation benefit the businesses by increasing the profit margin, derived from customer loyalty. These findings resonated extensively with arguments presented by Dahan, Doh, and Guay (2006) and Den Hond, and De Bakker (2007). Dahan, Doh, and Guay (2006) and Den Hond, and De Bakker(2007) noted that diplomacy, dialogue, and negotiation has a huge bearing on business success by increasing the profit margin and nurturing customers’ loyalty. To this end, the researcher was persuaded that diplomacy, dialogue, and negotiation contributes to stability and growth of a business.
6.3. Implications of the study
The research results will have many important effects that will prove instrumental in the private business sector. The study will help identify the loopholes in the private sector and thereby establish solutions and the way forward. The loopholes are in the application of diplomacy, dialogue and negotiation in customer relations management and employees management amongst others. The study will also help the business owners and managers explore more areas of application of diplomacy, dialogue, and negotiations in their organizations. In addition, the study will motivate the business owners and managers develop their diplomatic, dialogue and negotiation skills. Additionally, the study contributes to the development of the economy through encouraging application of diplomatic, dialogue and negotiation skills in businesses. The study will also motivate players in private businesses together with the government agencies to put more efforts in creating an amicable environment for business.
6.4. Recommendations
From the above study findings, further studies on application of diplomatic, dialogue and negotiation skills in increasing profit margin. It was noted that a good number of the respondents presented diverging arguments on the contribution of diplomacy, dialogue and negotiations increasing profit margin of a business. This calls for further studies on contribution of diplomacy, dialogue, and negotiation on business success. The study further recommends that business owners and managers to emphasize on diplomatic, dialogue and negotiation skills in organizations. A further study should be done investing on the importance of diplomacy, dialogue, and negotiations in promoting disputes and conflict resolutions. More studies could be done to identify different methods to employ so as to spread the application of diplomacy, dialogue and negotiation to other areas.
Interview questions (to be responded by business owners and managers)
- What is the relevancy of diplomacy, dialogue, and negotiation in your daily activities?
- Do you have any diplomatic documents such as communiqué in your organization and if yes, what do you use them for?
- Do you have any diplomatic, dialogue and negotiation certification for past record?
- What is the role of diplomacy, dialogue, and negotiation in closing business deals in your organization?
- What is the advantage of having diplomacy, dialogue, and negotiation skills in comparison to your key competitors?
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