The science of culture and negotiation.

Recent negotiation research has produced a groundswell of insights about the effects of culture on negotiation. Yet, few frameworks exist to organize the findings. This review integrates recent research using a two-dimensional framework: The first dimension organizes the research into that which has taken: (1) a comparative intracultural approach, versus (2) an intercultural approach.

Paying a price: culture, trust, and negotiation consequences.

Three studies contrasting Indian and American negotiators tested hypotheses derived from theory proposing why there are cultural differences in trust and how cultural differences in trust influence negotiation strategy. Study 1 (a survey) documented that Indian negotiators trust their counterparts less than American negotiators. Study 2 (a negotiation simulation) linked American and Indian negotiators' self-reported trust and strategy to their insight and joint gains.

How to manage your negotiating team.

You are leading a negotiating team for your company. When you sit down with the other party, someone on your side of the table blurts out: "Just tell us--what do we need to do to get more of your business?" And in that moment, you know you've lost the upper hand. Gaffes like this are more common than most businesspeople would care to admit, management professors Brett, Friedman, and Behfar have found in their research.

Conflicting social motives in negotiating groups.

Negotiators' social motives (cooperative vs. individualistic) influence their strategic behaviors. In this study, the authors used multilevel modeling and analyses of strategy sequences to test hypotheses regarding how negotiators' social motives and the composition of the group influence group members' negotiation strategies.

Working 61 plus hours a week: why do managers do it?

The authors investigated why some managers work extreme hours, defined as 61 or more hours per week. The authors tested explanations drawn from theories including the work-leisure tradeoff, work as an emotional respite, social contagion, and work as its own reward. In a demographically homogeneous sample of male managers, the best explanations for why some worked 61 or more hours per week were the financial and psychological rewards they received from doing so.

Cognitions and behavior in asymmetric social dilemmas: a comparison of two cultures.

This study investigated whether cognitions and behavior in an asymmetric social dilemma can be predicted by national culture. Results indicated that, as predicted, groups of decision makers from Japan--a collectivist, hierarchical culture-were more cooperative, expected others to be more cooperative, and were more likely to adopt an equal allocation distribution rule to resolve the dilemma than were groups of decision makers from the United States-an individualist, egalitarian culture. An opportunity for communication had a greater impact on expectations of others' behavior in groups of U.

Managing Workplace Conflict in the United States and Hong Kong.

We propose that managers have norms (standards of appropriate behavior) for resolving conflict, that these norms are culturally based, and that they explain cultural differences in conflict management outcomes. We confirm that the traditionally American norms of discussing parties' interests and synthesizing multiple issues were exhibited more strongly by American managers than by their Hong Kong Chinese counterparts. In addition, we confirm that the traditionally Chinese norms of concern for collective interests and concern for authority appeared more strongly among Hong Kong Chinese managers than among their American counterparts.