Japanese behavior in business contacts

Values and standards of contemporary Japan preserved a significant number of traditional elements. Commonly it is believed that economic achievements of this country and so called “economic miracle” of 60-80s last century were relevant to them. Behavior of Japanese in business contacts among themselves and with foreigners was also influenced by the specifics of natural conditions and combination of different cultural and religious values, born inside and brought from outside. For a long time many attempts were made to comprehend the reasons why the economic achievements of Japan have been so great. In 1980s and 1990s western literature on the negotiation's technique with the Japanese strived to find the “key” to the psychology of Japanese businessmen, to recognize the “logic” and “symbolism" of his behavior. The article does not have an ambition to give comprehensive answers to these questions. It presents only a general review of many assessments given in numerous studies on this subject, and express own assessment of both false and just, exaggerated or dependent on circumstances. And the topic itself is considered in a certain dynamics. It is emphasized that in the 90s the situation for Japanese business began to change. Alongside the growth of Japanese investments abroad, the mass entry of national companies into the international arena, Japanese negotiators began to change their behavior and adapt to external conditions. Nevertheless they managed to preserve the traditional system of values. The national business culture has adapted to international standards, while preserving its cultural “core”. Special attention is paid to the problem of the psychology in business negotiations and in the course of contacts. Such factors are considered as mutual understanding and trust; preliminary deep inquiring of the likelihood of success in negotiations; the role of language and the quality of translation; partner selection criteria; criteria for choosing the place and time of negotiations; behavior at the talks, on the sidelines and at receptions and other on the surface small, but very important elements. However the primary focus is on the choice of behavior strategy.