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This study compared the negotiation behaviors of Japanese and U.S. managers in intra- and intercultural settings. Transcripts from an integrative bargaining task were coded and analyzed with logistic and linear regression. U.S. negotiators exchanged information directly and avoided influence when negotiating intra- and interculturally. Japanese negotiators(More)
This article develops a model of how culture affects negotiation processes and outcomes. It begins with a description of negotiation from a Western perspective: confrontational, focused on transactions or the resolutionof disputes, evaluated in terms of integrative and distributive outcomes. It proposes that power and information processes are fundamental(More)
Hypotheses derived from face theory predict that the words people use in online dispute resolution affect the likelihood of settlement. In an event history model, text data from 386 disputes between eBay buyers and sellers indicated a higher likelihood of settlement when face was affirmed by provision of a causal account and a lower likelihood of settlement(More)
The authors investigated why some managers work extreme hours, defined as 61 or more hours per week. The authors tested explanations drawn from theories including the work-leisure tradeoff, work as an emotional respite, social contagion, and work as its own reward. In a demographically homogeneous sample of male managers, the best explanations for why some(More)
Scholars have argued that anger expressed by participants in mediation is counterproductive; yet, there is also reason to believe that expressions of anger can be productive. The authors tested these competing theories of emotion by using data from online mediation. Results show that expression of anger lowers the resolution rate in mediation and that this(More)
Negotiators' social motives (cooperative vs. individualistic) influence their strategic behaviors. In this study, the authors used multilevel modeling and analyses of strategy sequences to test hypotheses regarding how negotiators' social motives and the composition of the group influence group members' negotiation strategies. Four-person groups negotiating(More)
The authors examined the function of offers in U.S. and Japanese integrative negotiations. They proposed that early 1st offers begin information sharing and generate joint gains in Japan but have an anchoring effect that hinders joint gains in the United States. The data from the negotiation transcripts of 20 U.S. and 20 Japanese dyads supported 2(More)