IntroductionThe term "culture" has many definitions. Mead and Andrews (2010) confirm this by stating that definitions of culture are “many and varied”. These numerous definitions range from rules, values, feelings, and norms (Mead and Andrews, 2010). Culture and its various meaningsMead and Andrews (2010) distinguish the various definitions of organizational culture into three namely; organizational culture as a constructed product, as a set of organic norms and as a continuous process of negotiation. Organizational culture as a constructed product views culture as a set of rules, structures and systems that a company's management can set up to try to ensure that its staff conduct business in a certain way that furthers the company's goals and objectives . For example, at Procter and Gamble, to ensure a culture of honesty, transparency and fairness in supplier relationships, management has established a supplier management process that involves three functions, purchasing, production and finance. The framework is designed to ensure that contracts are double-checked at every stage of the process to discourage fraud and eliminate the possibility of favoritism in supplier relationships. In this way, Procter and Gamble has managed to ensure that honesty and transparency are avoided by its employees, regardless of their background. This structure also ensures that suppliers are unlikely to complain about not being well looked after. In the event of a dispute, it is easy to find out what went wrong and correct the problem on time and in a win-win manner. As a set of organic norms, culture refers to the mentality of “the way things are done around.” here' as opposed to any established set of rules. In this situation, the management... middle of the paper... etc., disputes to resolve. It can also lead to misunderstandings that lead to conflicts, such as when both parties find the other party's business gestures offensive. Disputes lead to positive outcomes in business negotiations when both business parties make an effort to understand the cultural background and expectations of their partners. Success in dispute resolution comes only when business parties are truly willing to resolve their own issues and better understand the other party. Works CitedMead, R, Andrews, T. (2010) International Management Culture and Beyond. Fourth edition, England, John Wiley and Sons Ltd. Metcalf, L. E. Bird, A. Shankarmahesh, M. Lituchy, T. R. & Peterson, M. F (2007) Cultural influences in negotiations: a comparative analysis of four countries [Online]. http://ccm.sagepub.com/content/7/2/147.short (Accessed: March 17 2012).