| 摘要 | 第4-6页 |
| Abstract | 第6-7页 |
| Acknowledgements | 第8-11页 |
| Chapter I Introduction | 第11-15页 |
| 1.1 The background of the study | 第11-12页 |
| 1.2 The significance of the study | 第12-13页 |
| 1.3 The purpose of the study | 第13页 |
| 1.4 The methodology of the study | 第13-14页 |
| 1.5 The disposition of the thesis | 第14-15页 |
| Chapter II Literature Review | 第15-28页 |
| 2.1 Hofstede's cultural dimensions | 第15-20页 |
| 2.1.1 Individualism versus collectivism | 第15-17页 |
| 2.1.2 Power distance | 第17页 |
| 2.1.3 Uncertainty avoidance | 第17-18页 |
| 2.1.4 Masculinity versus femininity | 第18-19页 |
| 2.1.5 Long-term versus short term | 第19-20页 |
| 2.2 Edward Hall's cultural dimensions | 第20-22页 |
| 2.3 Culture, Communication and International communication | 第22-27页 |
| 2.3.1 Culture and communication | 第22-24页 |
| 2.3.2 Intercultural communication | 第24-25页 |
| 2.3.3 Multicultural project management and project manager | 第25-27页 |
| 2.4 Summary | 第27-28页 |
| Chapter III International Business Negotiation | 第28-45页 |
| 3.1 Definition of negotiation | 第28-30页 |
| 3.2 Characteristics of international business negotiation | 第30-31页 |
| 3.3 Stages in international business negotiation | 第31-37页 |
| 3·3.1 Opening stage:development of relationship with the other side | 第31-33页 |
| 3.3.2 Consultation stage:exchange of information and persuasion | 第33-36页 |
| 3.3.3 Conclusion stage:concession and agreement | 第36-37页 |
| 3.4 cultural dimension implications in business negotiation | 第37-45页 |
| 3.4.1 Collectivism versus individualism | 第38-40页 |
| 3.4.2 Hierarchy versus egalitarianism | 第40-41页 |
| 3.4.3 High context versus low context | 第41-45页 |
| Chapter IV Case Study from Cultural Dimensions | 第45-67页 |
| 4.1 Cultural characteristics of China | 第45-47页 |
| 4.1.1 Hofstede's model | 第45-46页 |
| 4.1.2 Edward Hall's model | 第46-47页 |
| 4.2 Chinese contractor's common intercultural communication problems | 第47-48页 |
| 4.2.1 Language barrier | 第47-48页 |
| 4.2.2 Misunderstandings | 第48页 |
| 4.3 Analysis of empirical data from intercultural negotiation arising from international projects implemented by Chinese contractors | 第48-62页 |
| 4.3.1 Case 1 | 第49-51页 |
| 4.3.2 Case 2 | 第51-54页 |
| 4.3.3 Case 3 | 第54-55页 |
| 4.3.4 Case 4 | 第55-58页 |
| 4.3.5 Case 5 | 第58-62页 |
| 4.4 Findings from case study: improvement of intercultural communication competency of Chinese contractors | 第62-67页 |
| 4.4.1 Knowledge acquirement | 第63-65页 |
| 4.4.2 Motivation cultivation | 第65-66页 |
| 4.4.3 Skill enhancement | 第66-67页 |
| Chapter V Suggested Approaches for Chinese Contractor's Intercultural Communication Improvement | 第67-69页 |
| 5.1 Suggestions on how to deal with collectivistic culture | 第67-68页 |
| 5.2 Suggestions on how to deal with individualistic culture | 第68-69页 |
| Chapter VI Conclusion | 第69-72页 |
| Bibliography | 第72-75页 |
