Culture and joint gains in negotiation

被引：56

作者：

Brett, JM ^{[1
]}

Adair, W ^{[1
]}

Lempereur, A ^{[1
]}

Okumura, T ^{[1
]}

Shikhirev, P ^{[1
]}

Tinsley, C ^{[1
]}

Lytle, A ^{[1
]}

机构：

[1] Northwestern Univ, JL Kellogg Grad Sch Management, Evanston, IL 60208 USA

来源：

NEGOTIATION JOURNAL-ON THE PROCESS OF DISPUTE SETTLEMENT | 1998年 / 14卷 / 01期

关键词：

D O I：

10.1111/j.1571-9979.1998.tb00148.x

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

What effect does culture have on the achievement of joint gains in negotiation? Prior research has identified a number of strategies, for example sharing information about preferences and priorities, eschewing power, that lead to the development of joint gains when both negotiatiors are from the U.S. Are these same strategies used in other cultures? Are other strategies used? How effective are negotiators from different cultures in realizing joint gains? These are among the questions considered by the authors, whose research is based on data collected from negotiators from six different cultural backgrounds: France, Russia, Japan, Hong Kong, Brazil, and the U.S.

引用

页码：61 / 86

页数：26