Influence of Time Pressure on the Outcome of Intercultural Commercial Negotiations

Saorín-Iborra, M. Carmen; Cubillo, Gustavo

doi:10.1080/10496491.2016.1190224

Cited by 4 publications

(5 citation statements)

References 22 publications

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“…As such, transparency is valued and expected. In negotiations, individuals expressing higher Uncertainty Avoidance are expected to share information and communicate more openly during the negotiation, tending to adopt a cooperative style to obtain the desired outcome and preserve the relationship with the other party (House et al, 2004;Saorín-Iborra & Cubillo, 2016). They will rather avoid competition and prefer to cooperate with the other parties involved, to limit the risk associated with the higher perception of uncertainty (Tversky & Kahneman, 1974).…”

Section: Negotiation Styles and Cultural Valuesmentioning

confidence: 99%

The relationship between cultural values, cultural intelligence and negotiation styles

Caputo

Ayoko

Amoo

et al. 2019

Journal of Business Research

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Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face. This study examines the influence of cultural intelligence on the relationship between cultural values and the individual preferences for a given negotiation style. Our results show that cultural values (e.g. power distance, uncertainty avoidance, collectivism and masculinity) have a direct influence on negotiation styles as well as an indirect effect, which is mediated through cultural intelligence. The study highlights the importance of cultural values and cultural intelligence on negotiation styles and contributes to the research and practice of negotiations.

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Section: Negotiation Styles and Cultural Valuesmentioning

confidence: 99%

The relationship between cultural values, cultural intelligence and negotiation styles

Caputo

Ayoko

Amoo

et al. 2019

Journal of Business Research

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show abstract

“…One catalyst, however, for premature judgment is time pressure (Thompson and Leonardelli, 2004). Research findings show that High-IND cultures are associated with a higher likelihood of using time pressure (Saorín-Iborra and Cubillo, 2016), decreasing the likelihood of creating options. In total, the aggregated evidence concerning this principle underscores the surprising finding that the successful application of the authors’ advice is less likely in High-IND cultures and more likely in Low-IND cultures Table 6.…”

Section: Resultsmentioning

confidence: 99%

“…In addition, the inhibiting factor of premature judgments is shown by one of its catalysts, according to Thompson and Leonardelli (2004), that is also ascribed to High-IND cultures: Greater use of time pressure (Saorín-Iborra and Cubillo, 2016). For the other principles, no conclusive statement concerning this research question can be made because of ambiguity in the findings and research gaps.…”

Section: Discussionmentioning

confidence: 99%

Getting to Yesin the cross-cultural-context: ‘one size doesn’t fit all’ – a critical review of principled negotiations across borders

Schoen

2021

IJCMA

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Purpose The purpose of this paper is to investigate the implicitly assumed universality of the best seller negotiation literature Getting to Yes by Roger Fisher and William Ury. Design/methodology/approach Existing cross-cultural negotiation literature was systematically searched for findings indicating either a higher or lower likelihood of successfully applying the authors’ advice in different cultural environments, as defined in the Hofstede framework or The Globe Study. The findings were aggregated, categorized into a matrix, synthesized and analyzed. Findings This paper finds that the assumed universality of the method of Getting to Yes and its single principles is not supported by research. Instead, a dichotomy of the four principles’ applicability along the Individuality dimension of Hofstede was found. Hence, the western orientation of Getting to Yes is reality, inhibiting its use in non-western cultures. However, in one principle – Invent options for mutual gain – the findings refute a successful application in western cultures. Additional findings and research gaps are presented. Practical implications Practitioners should apply Getting to Yes with caution, if at all, in a non-western environment. For the teaching of negotiations, alternative approaches for conducting negotiations in the non-western world are needed. Originality/value Although widely used in research, scholars only addressed sporadic comments concerning the limitations of Getting to Yes across cultures. Often the universality of Getting to Yes is either implicitly or explicitly assumed in research and practice. This paper approaches this topic systematically by providing evidence that Getting to Yes is not universal and conceptually sees negotiations through a western shaped perspective that provides considerable implications for research, practice and teaching.

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“…Trade shows create an ideal environment for the development of international business negotiations, which are defined as "exchange processes between two (or more) individuals or entities… embedded in different national contexts" (Tinsley et al, 1999, p. 6). Its success requires managers to be aware of the factors that affect the negotiation process (Khakhar & Rammal, 2013;Saorín-Iborra & Cubillo, 2016), such as background factors, which influence the context of the negotiation; the atmosphere, which is determined by the relationship between the parties; and strategic and cultural factors, which are intrinsic to the process (Ghauri, 2003). Additionally, it has also been found that the process is strongly affected by negotiator factors (Brett & Thompson, 2016;Volkema, 2004), as well as psychological factors (Brett et al, 2017;Brett & Thompson, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Negotiation literature is characterized by a lack of theory consensus, highlighting its need to be studied from other perspectives, such as industrial marketing (Agndal et al, 2017); to study the context of the negotiation (Saorín-Iborra & Cubillo, 2016) and the interaction between negotiators (Brett & Thompson, 2016). Because most of the studies are experimental, this tends to decontextualize and simplify the negotiation (Agndal et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Factors that affect the negotiation process of SMES in trade shows

Ortigueira-Sánchez

Stein²

2022

Journal of Technology Management & Innovation

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Influence of Time Pressure on the Outcome of Intercultural Commercial Negotiations

Cited by 4 publications

References 22 publications

The relationship between cultural values, cultural intelligence and negotiation styles

The relationship between cultural values, cultural intelligence and negotiation styles

Getting to Yesin the cross-cultural-context: ‘one size doesn’t fit all’ – a critical review of principled negotiations across borders

Factors that affect the negotiation process of SMES in trade shows

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