With data from 33 nations, we illustrate the differences between cultures that are tight (have many strong norms and a low tolerance of deviant behavior) versus loose (have weak social norms and a high tolerance of deviant behavior). Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure). This research advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.

In this article the authors investigate the relationship between culture and joint gains by examining the role of information sharing and power strategies in intracultural negotiations. Previously, the authors found that the relationship between cultural values or norms and joint gains was uncertain in six cultures: France, Russia, Japan, Hong Kong, Brazil, and the United States. Of the five values and norms measured, only norms for information sharing in negotiation were directly related to joint gains. This article explores and extends prior findings by investigating the strategies used by negotiators in the same six cultures. Cultures that maximized joint gains used direct information‐sharing strategies or a combination of indirect and direct strategies. Power strategies may help or hurt joint gains, depending on a culture's values and norms for power and whether or not power‐based influence is used in conjunction with sufficient information exchange. The findings suggest that understanding the other party's cultural characteristics and strategies can help negotiators plan how to focus on information exchange and deal with unusual power strategies that they may encounter.

What effect does culture have on the achievement of joint gains in negotiation? Prior research has identified a number of strategies, for example sharing information about preferences and priorities, eschewing power, that lead to the development of joint gains when both negotiators are from the U.S. Are these same strategies used in other cultures? Are other strategies used? How effective are negotiators from different cultures in realizing joint gains? These are among the questions considered by the authors, whose research is based on data collected from negotiators from six different cultural backgrounds: France, Russia, Japan, Hong Kong, Brazil, and the U.S.The creation of joint gains in negotiations makes eminent sense. It can mean the difference between settlement and no settlement or between a settlement that leaves value on the negotiating table and one that does not. Research with U.S. participants has identified a variety of factors contributing to the achievement of joint gains in negotiation (Pruitt and Carnevale 1993). However, comparative cross-cultural research on negotiation (for example, that done by Harnett and Cummings [1980] and Graham and colleagues [1994], has focused on individual, not joint gains. In this research note, we share the results of our investigation into the relationship between culture and the generation of joint gains in negotiation.Our project investigates the cross-cultural generalizability of the factors found in the U.S. research to generate joint gains in negotiations (Pruitt

This study tested hypotheses drawn from the literature on gender, leadership, and conflict management about the outcomes facilitated by men and women in third party roles in dispute resolution in organizations. Data collected in association with an MBA teambuilding exercise showed that when women played third party roles in which they lacked authority over disputants, they were able to facilitate an outcome that was both acceptable to disputants and met organizational interests, more than men in these roles or than men and women in third party roles with authority. Behavioral data suggested that this effect was due to women in the third party peer role eschewing and men in the third party role displaying agentic behavior. The study contributes to the literature on gender, leadership, and conflict management by showing women's traditional leadership strengths of collaboration and participation can result in unique outcomes when they have less rather than more authority over disputants.

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This article examines four cases of innovation in teaching negotiation, developed mostly in France, that involve the intensive use of multimedia techniques. These tools address some of the shortcomings of current teaching methods discussed in earlier literature. The use of multimedia innovations seems to improve teaching the subject of negotiation by enabling instructors to better bridge the gaps between theory and practice, and simulation and reality. These innovations also facilitate multiple perspectives, which are needed in cross-cultural negotiations.