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AbstractDifferent business settings may induce different types of negotiation behavior. More specifically, clearly defined problems in an operations management (OM) setting may lead to different negotiation behavior than more diffuse innovation management (IM) problems. In addition, negotiators from different national cultures may react differently to such variations in business settings. This article addresses these issues through a set of experiments. The specific goal of our study is to understand whether there is a difference between German and Dutch negotiators regarding their negotiation behavior in IM and OM settings. To analyze possible cross-cultural differences, negotiations that took place in a German monocultural setting and those which occurred in a Dutch monocultural setting are compared. Two hypotheses were tested: • German negotiators are more cooperative in the OM context than in the IM context. • Dutch negotiators are more cooperative in the IM context than in the OM context. Both hypotheses were confirmed by using speech act analysis and personal pronoun analysis in a 2 × 2 experimental design. Dutch negotiators had difficulties adopting a cooperative attitude and building empathy in an OM context, whereas German negotiators encountered these problems in the IM setting.

AbstractThe study reported in this article examines the prediction and use of invalid information (e.g., exaggerated offers, false promises, misrepresented facts) in a two-party, property leasing negotiation in which participants from different countries negotiated seven issues via electronic mail. Prior to negotiating, attitudes and intentions towards questionable or unethical tactics were measured, and perceived behavior was measured through a post-negotiation questionnaire and compared with actual behavior and negotiated outcomes (differential and joint). The results suggest that the pre-negotiation questionnaire was a modest predictor of actual behavior, with general attitudes effective in predicting general behavior. Ethical behavior of the negotiator, ethical behavior of the other party, and perceived honesty of the other party were the best predictors of performance (perceived and actual), while likely use of unethical tactics and perceived honesty of the other party predicted whether or not an agreement was reached.