How negotiators get to yes: Predicting the constellation of strategies used across cultures to negotiate conflict
成果类型：
Article
署名作者：
Tinsley, CH
署名单位：
Georgetown University
刊物名称：
JOURNAL OF APPLIED PSYCHOLOGY
ISSN/ISSBN：
0021-9010
DOI：
10.1037//0021-9010.86.4.583
发表日期：
2001
页码：
583-593
关键词：
摘要：
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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