Cultural Perspectives on International Negotiations

Kimmel, Paul R.

doi:10.1111/j.1540-4560.1994.tb02404.x

Cited by 27 publications

(21 citation statements)

References 6 publications

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“…Specifically, cognitive structures that provide patterns of interpersonal relatedness or relational schemas (Baldwin, ; Fiske & Haslam, ) are expected to differ between European/North American and Latin American. Practically, while European/North American people strongly separate business and social activities (Kimmel, ), Latin Americans emphasize, even at work, harmony and respect toward others (“simpatía”) (Triandis, Marín, Lisansky, & Betancourt, ). Accordingly, European/North American (including French) and Latin American cultures exhibit drastically different relational styles (Sanchez‐Burks, Nisbett, & Ybarra, , p. 175).…”

Section: Self‐worth and French Culturementioning

confidence: 99%

When Dignity and Honor Cultures Negotiate: Finding Common Ground

Fosse

Ogliastri

Rendón³

2017

Negotiation Conflict Man Res

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Dignity and honor cultures are thought to yield dramatically different processes and outcomes in cross‐cultural negotiations. We challenge this conceptual dichotomy through the qualitative analysis of negotiation accounts by practitioners and graduate students. Drawing on self‐worth theory, we reexamine the delineation and contrast of dignity and honor cultures as they manifest in negotiations between French and Latin American people. According to our set of interviews and written narratives, negotiators on the two sides share a large set of perceptions of French negotiating behavior, coalescing into three main components—conventionality, pride in historical legacy, and conflict proneness. This French behavior falls into neither cultural category, but rather demonstrates the possibility of hybrids between them. We discuss implications for theory, practice, and teaching of cross‐cultural understanding, and, specifically, of the French negotiating style.

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Section: Self‐worth and French Culturementioning

confidence: 99%

When Dignity and Honor Cultures Negotiate: Finding Common Ground

Fosse

Ogliastri

Rendón³

2017

Negotiation Conflict Man Res

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“…A number of authors have taken up this task, with empirical work (Chiu & Kosinski, 1994;Jones, 1995;Leung, Au, Fernandez-Dols, Iwawaki, 1992;Rosenthal, Demetrious & Efklides, 1989;Ting-Toomey et al, 1991;Trubinsky, Ting-Toomey & Lin, 1991) and conceptual pieces (Augsburger, 1992;Berry, 1994;Biesheuvel, 1987;Boss & Mariano, 1987;Ibrahim & Schroeder, 1990;Kimmel, 1994). Researchers have also recently been provided with excellent guidance in this undertaking (Lytle, Brett, Barsness, Tinsley, in press).…”

Section: Suggestions For Future Researchmentioning

confidence: 99%

Conflict and Its Management

Wall

Callister

1995

Journal of Management

611

412

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This article reviews the conflict literature, first examining the causes of conflict, its core process, and its effects. Subsequently, we probe into conflict escalation (and de-escalation), contexts, and conflict management. When examining this last topic, we note that conflict can be managed by the disputants themselves, by managers, or by other thirdparties. In conclusion we suggest directionsforfuture research and provide recommendations for practicing managers.There ain't no good guys There ain't no bad guys, There's only you and me, And we just disagree.-Dave MasonWhen we're in a conflict, we don't see it that way. There are good guys; there are bad guys; we don't "just disagree." Conflict-to most of us-is mighty unpleasant.It's like the common cold. We all know what it is, but objectively analyzing it can prove difficult, as can identifying the causes and understanding the effects. And most difficult is discovering a cure.In this article we'll undertake these tasks-for conflict. First offered will be a general overview of the conflict process, immediately followed with a definition or explanation of the construct. In subsequent sections we will delineate the causes of conflict, examine the core process, and identify its effects. Then we will look at conflict escalation and the context in which conflict takes place.With these ideas under our belts, we'll turn to the management of conflict, closing with some suggestions for researchers and managers.

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“…4 The individualist may be able to dispel collectivist fears of exploitation by demonstrating reciprocal behavior, and showing that he/she will do whatever the collectivist does. Given the weight that negotiation theorists are currently placing on cultural differences in negotiation (Kimmel, 1994), this would seem to be an important topic to investigate.…”

Section: Avenues For Researchmentioning

confidence: 98%

Reciprocity Research and Its Implications for the Negotiation Process

Komorita

Parks

1998

Int Negot

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While social scientists have discussed the issue of reciprocation for many years, much of current behavioral research stems from Robert Axelrod's computer simulations of behavioral strategies in prisoner's dilemma games. Axelrod showed that a tit-for-tat strategy -cooperate on the first trial, and thereafter behave as your opponent did on the previous trial -earned a higher average payoff than any other tested strategy. We review both the computer simulation and empirical research that followed his studies. We suggest that it would be fruitful to extend this research to the negotiation paradigm, for two reasons: (1) many of the findings have direct bearing on elements of the negotiation process, and (2) there are unique aspects of the negotiation process that pose interesting questions for social dilemma research.

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Cultural Perspectives on International Negotiations

Cited by 27 publications

References 6 publications

When Dignity and Honor Cultures Negotiate: Finding Common Ground

When Dignity and Honor Cultures Negotiate: Finding Common Ground

Conflict and Its Management

Reciprocity Research and Its Implications for the Negotiation Process

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