Cultural variation in response to strategic emotions in negotiations |
| |
Authors: | Shirli Kopelman Ashleigh Shelby Rosette |
| |
Institution: | (1) Ross School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, USA;(2) Fuqua School of Business, Duke University, One Towerview Rd., Box 90120, Durham, NC 27708-0120, USA |
| |
Abstract: | This research examined how culture influences the effectiveness of the strategic displays of emotions in negotiations. We
predicted that in cross-cultural negotiation settings, East Asian negotiators who highly regarded cultural values that are
consistent with communicating respect as humility and deference would be more likely to accept an offer from an opposing party
who displayed positive as opposed to negative emotion. With a sample of East Asian MBA students, the results of Study 1 confirmed
this prediction. Study 2 results replicated this finding with a sample of Hong Kong executive managers and also found they
were less likely to accept an offer from a negotiator displaying negative emotion than Israeli executive managers who did
not hold humility and deference in such high regard. Implications for strategic display of emotions in cross-cultural settings
are discussed. |
| |
Keywords: | Emotion Affect Culture Negotiation Strategy Decision making Ultimatum bargaining Distributive gains Saving face |
本文献已被 SpringerLink 等数据库收录! |
|