Study 1 identified three distinct harmony factors in Hong Kong: disintegration avoidance, harmony enhancement, and harmony as hindrance. Furthermore, disintegration avoidance was found to relate positively to conflict avoidance and negatively to negotiation in a conflict situation. Study 2 examined how the harmony factors were related to various conflict styles in China and Australia. The three harmony factors were identifiable in Australia, but the Chinese scored higher in both disintegration avoidance and harmony enhancement. For the two groups, disintegration avoidance was related positively to avoiding and dominating and negatively to integrating, whereas harmony enhancement was related positively to compromising and integrating. Compromising was related more strongly to harmony enhancement than to disintegration avoidance. Finally, disintegration avoidance was positively related to compromising and obliging for Chinese but not for Australians. The study extends the current conflict management research by incorporating the Chinese notion of harmony.

Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics-performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance.

SummaryTrusting relationships are increasingly considered vital for making teams productive. We propose that cooperative management of conflict can help team members to be convinced that their teammates are trustworthy. Results from 102 organizations in China support the theorizing that how teams to manage conflict with each other affects within-team conflict management. Specifically, cooperative conflict between teams helps teams to manage their internal conflicts cooperatively that strengthens trust that in turn facilitates team performance.Results provide support for managing conflict cooperatively as a foundation for trusting, productive relationships in China as well as in the West.

Summary This study compares negotiation strategy and outcomes in countries illustrating dignity, face, and honor cultures. Hypotheses predict cultural differences in negotiators' aspirations, use of strategy, and outcomes based on the implications of differences in self‐worth and social structures in dignity, face, and honor cultures. Data were from a face‐to‐face negotiation simulation; participants were intra‐cultural samples from the USA (dignity), China (face), and Qatar (honor). The empirical results provide strong evidence for the predictions concerning the reliance on more competitive negotiation strategies in honor and face cultures relative to dignity cultures in this context of negotiating a new business relationship. The study makes two important theoretical contributions. First, it proposes how and why people in a previously understudied part of the world, that is, the Middle East, use negotiation strategy. Second, it addresses a conundrum in the East Asian literature on negotiation: the theory and research that emphasize the norms of harmony and cooperation in social interaction versus empirical evidence that negotiations in East Asia are highly competitive. Copyright © 2016 John Wiley & Sons, Ltd.

N egotiable fate refers to the idea that one can negotiate with fate for control, and that people can exercise personal agency within the limits that fate has determined. Research on negotiable fate has found greater prevalence of related beliefs in Southeast Asia, East Asia, and Eastern Europe than in Western Europe and English-speaking countries. The present research extends previous findings by exploring the cognitive consequences of the belief in negotiable fate. It was hypothesized that this belief enables individuals to maintain faith in the potency of their personal actions and to remain optimistic in their goal pursuits despite the immutable constraints. The belief in negotiable fate was predicted to (a) facilitate sense-making of surprising outcomes; (b) increase persistence in goal pursuits despite early unfavorable outcomes; and (c) increase risky choices when individuals have confidence in their luck. Using multiple methods (e.g., crosscultural comparisons, culture priming, experimental induction of fate beliefs), we found supporting evidence for our hypotheses in three studies. Furthermore, as expected, the cognitive effects of negotiable fate are observed only in cultural contexts where the fate belief is relatively prevalent. Implications of these findings are discussed in relation to the intersubjective approach to understanding the influence of culture on cognitive processes (e.g., Chiu, Gelfand, Yamagishi, Shteynberg, & Wan, 2010), the sociocultural foundations that foster the development of a belief in negotiable fate, and an alternative perspective for understanding the nature of agency in contexts where constraints are severe. Future research avenues are also discussed.Keywords: Fate belief; Implicit theories; Cognitive consequences. L e destin ne´gociable se re´fe`re a`l'ide´e que quelqu'un peut ne´gocier avec le destin afin d'obtenir plus de controˆle et que les gens peuvent exercer une action personnelle dans les limites de´termine´es par le destin.