, 1996). However, we can use our female negotiator because many Saudis executives are trained in the West and familiar with Western business practices. They will not likely be put off, once the social aspect of the business relationship has been established. It is when the deal is close to being finalized that we need our best negotiator, and this stage of the process lacks the strong social context of the opening stages, where a male executive's presence is likely required.
One of the key risks we would have if we sent the junior male is that we would send the message internally that gender is more important than qualifications. While that may be true in Saudi Arabia, we do not wish this to be true in our organization....
By using our female negotiator to handle the details of the deal we are also sending a message that we value the skills she has already demonstrated.
Works Cited:
Calvert, John R. & al-Shetaiwi, John R. (2002). Exploring the Mismatch between Skills and Jobs for Women in Saudi Arabia in Technical and Vocational Areas: the Views of Saudi Arabian Private Sector Business Managers. International Journal of Training and Development. Vol. 6, pp. 112-124.
Hendon, Donald W.; Hendon, Rebecca A. & Herbig, Paul A. (1996). Cross-Cultural Business Negotiations. Greenwood Publishing Group. Westport, CT.
