Who Are You Calling Rude? Honor‐Related Differences in Morality and Competence Evaluations After an Insult

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.

Section: Implications For Theory Practice and Pedagogymentioning

confidence: 99%

When Dignity and Honor Cultures Negotiate: Finding Common Ground

Fosse

Ogliastri

Rendón³

2017

“…What determines how discrete emotions are (or are not) experienced, expressed, and interpreted in this new culture? How do cultural expectations around collegiality and advocacy for coworkers, or, on the other hand, reactions to insults, influence downstream emotional culture and relationships (Shafa, Harinck, Ellemers, & Beersma, ; Stickney & Geddes, )? Overall, future research exploring team, organizational, industry, and regional cultures would benefit from focusing both on how emotional dynamics influence outcomes in negotiation and how emotional dynamics in negotiation impact culture, and thereby shape a logic for what is appropriate, at the group level.…”

Section: Inspiring Research Questionsmentioning

confidence: 99%

Logics and Logistics for Future Research: Appropriately Interpreting the Emotional Landscape of Multicultural Negotiation

Rees

Kopelman

2019

To invigorate future teaching and research, this article discusses theoretical approaches and empirical opportunities to better understand emotional dynamics in negotiation settings across cultural contexts. We adopt a culturally informed logic of appropriateness (Kopelman, 2009) to shed light on emerging and underexplored topics in this domain. The goal of this article is to inspire scholars worldwide to engage in rigorous empirical investigations of the antecedents, consequences, mechanisms, boundary conditions, and evidence-based strategies in the combined domain of negotiation, culture, and emotion through research, teaching, and practice.Advancing cultural competence in negotiation necessitates a nuanced understanding of how thoughts, feelings, and behaviors reflect systems of beliefs, values, and norms characteristic of groups of people. To invigorate future teaching and research of negotiation across diverse cultural contexts, this article draws on existing theoretical frameworks and empirical findings of emotion in these settings to highlight key areas for innovative future research. At the Culture and Negotiation Conference in April of 2018, sponsored by the Dispute Resolution Research Center (DRRC) of the Kellogg School of Management (see Gelfand and Brett, 2019), we designed and facilitated a session that brought together junior and senior colleagues passionate to collectively brainstorm ideas about the future of negotiation, culture, and emotion research. Drawing on the expertise of participants, our goal was to formulate novel practice-oriented research questions. The success of this article, which captures the theoretical foundations and essence of our discussion, hinges on you, the reader, being inspired to innovate as you engage in negotiation, culture, and emotion scholarship, whether through research, teaching, or practice.In this article, we first ground our discussion at the intersection of negotiation, culture, and emotion scholarship. We demonstrate that research accounting for all three domains in tandem is a nascent and promising area of research. Furthermore, we articulate theoretical assumptions that may help us better We thank the participants at the Kellogg DRRC conference on culture and negotiation held in April of 2018 for collaborating to develop the research questions articulated in this manuscript. We are grateful to Jeanne Brett and Michele Gelfand for convening the conference and energizing scholars to generate discussions that challenge us to expand negotiation research and practice globally. We appreciate the editorial guidance of Michael Gross and the NCMR editorial team, as well as our colleagues who provided feedback and insights that helped us develop this article:

“…For example, unresolved tribal or ethnic conflict can lead to individual members of these tribes attacking each other in towns and cities and even full-scale ethnic clashes (Reilly, 2008). These approaches reflect an honor culture where it is important for ingroup members to protect the face and honor of its members (Aslani et al, 2016;Shafa, Harinck, Ellemers, & Beersma, 2014).…”

Section: Situational Appraisalsmentioning

confidence: 99%

Managerial and Employee Conflict Communication in Papua New Guinea: Application of the Culture‐Based Social Ecological Conflict Model

Tommy

Oetzel

2018

Framed by the culture‐based social ecological conflict model (CBSECM), this study examines individuals’ accounts of conflict communication in Papua New Guinea (PNG) between Chinese managers and PNG employees. In‐depth qualitative interviews were conducted with 14 participants: six Chinese managers and eight PNG employees. The findings show that primary orientation elements of face and power distance and situational features of labor laws and family obligations shape reported conflict communication strategies. PNG employees tended to submit to managers even when they felt wrongly accused given their cultural orientations and situational constraints. To express dissent, these employees often used indirect, passive resistance strategies. Chinese managers reported using competition to resolve conflicts. The resulting conflict outcomes are distrust and dissatisfaction and have potential negative implications for intercultural relations and organizational success. The study contributes to the CBSECM by illuminating some of the multilevel effects proposed in the model.