Effective influence in negotiation: The role of culture and framing

Wendi L. Adair, Masako Taylor, Jihyun Chu, Nicole Ethier, Tracy Xiong, Tetsushi Okumura, Jeanne Brett

Research output: Contribution to journalArticle

2 Scopus citations

Abstract

These studies integrate research on social influence and negotiation to predict the effectiveness of influence strategies in the East and the West. Building on prior research documenting cultural differences in preferences for interests, rights, or power arguments (Tinsley 1998, 2001), we propose that framing such arguments as logical versus normative appeals will further explain cultural variation in influence-strategy effectiveness. We present results from a negotiation-vignette study demonstrating Canadian students are more responsive to arguments framed logically, whereas Chinese students are more responsive to arguments framed normatively, depending on the ethnicity of their counterpart. Then we present results from a negotiation simulation conducted by U.S. and Japanese dyads, indicating that these within-culture patterns of influence effectiveness support the social-psychological needs perspective and predict negotiation outcome. These findings offer extensions to existing theory on culture and negotiation and implications for managers in cross-cultural negotiation and conflict settings.

Original languageEnglish (US)
Pages (from-to)6-25
Number of pages20
JournalInternational Studies of Management and Organization
Volume43
Issue number4
DOIs
StatePublished - Jan 1 2013

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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