“…Culture has been linked to many outcomes in organizations, including motivation, leadership, teams, human resource management practices (Gelfand, Erez, & Aycan, 2007), and most pertinent to this discussion, to conflict and negotiation (see Brett, 2000Brett, , 2001Gelfand & Brett, 2004, Gelfand, Fulmer, & Severance, 2010Gunia, Brett, & Gelfand, 2016 for reviews). Culture has long been shown to affect negotiator interests, priorities, strategies (e.g., Adair & Brett, 2005;Adair, Brett, Lempereur, Okumura, Tinsley, & Lytle, 2004;Avruch, 2003;Avruch & Black, 1991;Brett, 2000Brett, , 2001Brett et al, 1998 AQ:3 ), negotiator frames (Gelfand & Christakopoulou, 1999;Gelfand et al, 2002;Gelfand, Nishii, Holcombe, Dyer, Ohbuchi, & Fukumo, 2001), and more recently, negotiator trust (Gunia, Brett, Nandkeolyar, & Kamdar, 2011) and emotions (Adam & Shirako, 2013;Adam, Shirako, & Maddux, 2010), and it interacts with situational conditions to affect negotiation outcomes Gelfand, Brett, Gunia, Imai, Huang, & Hsu, 2013;Gelfand & Realo, 1999). The current paper builds on this previous research on cultural differences in negotiation as well as theoretical perspectives on cultural differences in time and negotiation (e.g., Alon & Brett, 2007;Macduff, 2006) to empirically investigate how perceptions of time differ across culture and how these differences impact negotiation outcomes and behavior.…”