How negotiators get to yes: Predicting the constellation of strategies used across cultures to negotiate conflict.

Catherine H. Tinsley

198 citations0/0 files storedJournal of Applied Psychology

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Conflict Management and Negotiation Cultural Differences and Values Global and Cross-Cultural Management

Abstract

Individualism, hierarchy, polychronicity, and explicit-contracting values explain why managers from Germany, Japan, and the United States use a different mix of strategies to negotiate workplace conflict. Hypotheses extend prior research in showing that conflict behavior is multiply determined and that each culture uses a variety of interests, regulations, and power-based conflict management strategies. Results of actual (rather than survey-based) conflict resolution behavior suggest several fruitful avenues for future research, including examining the inferred meaning of negotiation arguments, analyzing interaction effects of cultural value dimensions, studying the effectiveness of different strategies across cultures, and examining whether strategic adjustments are made during intercultural conflict management.

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References

1977Handbook of Industrial and Organizational Psychology.1973The nature of human values 2013The Logic of Scientific Discovery 2008Social psychology: handbook of basic principles 1987Getting to Yes: Negotiating Agreement Without Giving in 1986International dimensions of organizational behavior 1961Variations in Value Orientations.1951Toward a General Theory of Action

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2002UNDERSTANDING CONFLICT AVOIDANCE: RELATIONSHIP, MOTIVATIONS, ACTIONS, AND CONSEQUENCES 2006Negotiation from a near and distant time perspective.2010Social Conflict: The Emergence and Consequences of Struggle and Negotiation 2001Managing Workplace Conflict in the United States and Hong Kong 2003A Contingency Theory of Task Conflict and Performance in Groups and Organizational Teams 2012Improving employees' job satisfaction and innovation performance using conflict management

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