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This study uses Hall's (1976) theory of low/high context culture with theories of interpersonal adaptation (Gudykunst, 1985; Patterson, 1983) to test communication preferences, flexibility, and effectiveness in same‐ and mixed‐culture negotiation. Ninety‐three same‐culture low context (Israel, Germany, Sweden, and U.S.), 101 same‐culture high context (Hong Kong, Japan, Russia, Thailand), and 48 mixed‐culture mixed context (U.S.‐Japan, U.S.‐Hong Kong) dyads negotiated a 1 ½ hour simulation. Transcripts were content coded for direct and indirect integrative sequences and analyzed with hierarchical linear regression. Supporting the theory, results revealed more indirect integrative sequences in high context dyads and more direct integrative sequences in low context and mixed context dyads. Direct integrative sequences predicted joint gains for mixed context dyads.

This Handbook combines a review of negotiation research with state-of-the-art commentary on the future of negotiation theory and research. -- Leading international scholars give insight into both the factors known to shape negotiation and the questions that we need to answer as we strive to deepen our understanding of the negotiation process. This Handbook provides analyses of the negotiation process from four distinct perspectives: negotiators' cognition and emotion, social processes and social inferences, communication processes, and complex negotiations, covering trade, peace, environment, and crisis negotiations.

AbstractThe current study extends prior negotiation research on culture and verbal behavior by investigating the display of nonverbal behaviors associated with dominance by male and female Canadian and Chinese negotiators. We draw from existing literature on culture, gender, communication, and display rules to predict both culture and gender variation in negotiators' display of three nonverbal behaviors typically associated with dominance: relaxed posture, use of space, and facial display of negative emotion. Participants engaged in a dyadic transactional negotiation simulation which we videotaped and coded for nonverbal expression. Our findings indicated that male Canadian negotiators engaged in more relaxed postures and displayed more negative emotion, while male Chinese negotiators occupied more space at the negotiation table. In addition, use of space and negative emotion partially mediated the relationship between culture and joint gains, as well as satisfaction with negotiation process. We discuss contributions to cross-cultural negotiation literature, implications for cross-cultural negotiation challenges, as well as future studies to address cultural variation in the interpretation of nonverbal cues.

The current study extends prior negotiation research on culture and verbal behavior by investigating the display of nonverbal behaviors associated with dominance by male and female Canadian and Chinese negotiators. We draw from existing literature on culture, gender, communication, and display rules to predict both culture and gender variation in negotiators' display of three nonverbal behaviors typically associated with dominance: relaxed posture, use of space, and facial display of negative emotion. Participants engaged in a dyadic transactional negotiation simulation which we videotaped and coded for nonverbal expression. Our findings indicated that male Canadian negotiators engaged in more relaxed postures and displayed more negative emotion, while male Chinese negotiators occupied more space at the negotiation table. In addition, use of space and negative emotion partially mediated the relationship between culture and joint gains, as well as satisfaction with negotiation process. We discuss contributions to cross-cultural negotiation literature, implications for cross-cultural negotiation challenges, as well as future studies to address cultural variation in the interpretation of nonverbal cues. Adapted from the source document.

We propose a normative model of transactional negotiation in which cooperative and competitive behaviors wax and wane across four stages: relational positioning, identifying the problem, generating solutions, and reaching agreement. Based on a classic proposition of communicative flexibility in high-context cultures, we propose culture-specific dyadic movements within and across these stages. Our sample included 102 high-context dyads from Russia, Japan, Hong Kong, and Thailand; 89 low-context dyads from Germany, Israel, Sweden, and the United States; and 45 United States–Hong Kong and United States–Japan mixed-context dyads. Dyads negotiated a complex, 90-minute transaction with integrative potential. We audiotaped, transcribed, and coded their negotiations for sequences of information and influence behaviors. The unit of analysis was the action-response sequence. Results confirmed that the pattern of sequences varied across the four stages and the frequency of particular sequences varied with culture. We suggest that negotiators can use this model to manage the evolution and strategic focus of their negotiation, especially during the first two stages, when the use of influence-information sequences and reciprocal-information sequences generate the groundwork for joint gains.

PurposeThe purpose of this paper is to provide an overview on the state of the field in intercultural dynamics on competition and cooperation at the individual, team, and organizational levels. The authors integrate previous studies from multiple disciplines to articulate the contextual importance of intercultural dynamics. The authors also suggest three overarching themes to expand the field of research on intercultural dynamics.Design/methodology/approachThe authors use an integrative literature review to articulate the importance of intercultural dynamics, provide an introduction to the new contributions in this special issue, and propose new directions for future research.FindingsIntercultural dynamics research has the potential to expand in three overarching areas: constructive controversy, collaborative communication, and global competency and identity at multiple levels.Research limitations/implicationsIntercultural dynamics is still a nascent field emerging from cross-cultural and strategic management. The authors hope the review lays the groundwork for more studies on intercultural dynamics at the interpersonal, team, organizational, and mixed levels of analysis in both theory building and empirical works.Practical implicationsUnderstanding intercultural dynamics in competition and cooperation can help individuals and managers in multinationals and born global organizations navigate cultural complexity and foster cooperation.Social implicationsThe authors hope the ideas on intercultural dynamics can facilitate collaboration and reduce conflict in intercultural encounters at the individual, organization, and societal levels.Originality/valueThis paper offers an overview on the state of the field and lays groundwork for more systematic inquiries on intercultural dynamics in competition and cooperation.

This article introduces the concept of cultural mosaic beliefs (CMBs) as a component of effective multicultural work groups. Building on theories of group diversity and self-verification, and responding to calls to understand moderators that explain the impact of group diversity on performance outcomes, we conceptualize CMBs as a psychological climate that individual group members perceive to promote the recognition, acceptance and expression, and utilization of cultural diversity (values, traditions, and practices) in their work. We also propose that CMBs might attenuate conflict that can sometimes characterize culturally diverse work groups distinguishing groups that falter from those that flourish and benefit from the informational and other potential advantages associated with their diverse cultural composition. In a series of five studies ( N = 1119), we develop a 17-item CMB scale comprised of three factors: perceived group diversity, cultural acceptance and expression, and culture utilization. We present evidence of convergent and discriminant validity, showing that the CMB scale is related to but distinct from other measures of diversity. We also demonstrate predictive validity, showing that the CMB scale is related to work group members' identification with the group, commitment to the group, satisfaction with the group, and learning from the group. We conclude by proposing applications of our CMBs concept and measure to multicultural workplaces and offer future directions for research on cultural diversity, specifically the study of group CMBs as a moderator of cultural diversity's effects on groups.