Under the Belt and Road Initiative (BRI)

Chinese engineering enterprises are increasingly involved in large

complex projects in culturally diverse environments

especially in South and Southeast Asia. In these contexts

cultural differences are not a peripheral issue but a core "soft variable" shaping the process and outcome of international engineering negotiations. This paper examines how cultural differences influence three key stages of the negotiation process—relationship building and information exchange

substantive bargaining

and agreement conclusion and relationship maintenance—and how a systematic coordination mechanism can be constructed. Drawing on Hofstede's cultural dimensions

high-/low-context communication theory

and research on negotiation styles

the paper builds a stage-based analytical framework to identify typical conflict points. On this basis

it proposes a full-cycle coordination mechanism comprising pre-negotiation cultural intelligence preparation

in-process communication and deadlock-breaking arrangements

and post-negotiation relationship and agreement maintenance. Theoretically

the paper contributes to the intersection of cross-cultural management

international business negotiation and engineering project management. Practically

it offers guidance for Chinese engineering firms

especially Yunnan-based enterprises engaging South and Southeast Asian partners

to enhance cross-cultural negotiation capability and improve project success rates.