The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation

Published Online:https://doi.org/10.1287/orsc.1040.0102

References

  • Adair W. Integrative sequences and negotiation outcome in same- and mixed-culture negotiation. Internat. J. Conflict Management (2003) 14:273–296CrossrefGoogle Scholar
  • Adair W. A., Brett J. M., Gelfand M. J., Brett J. M. Culture and negotiation processes. The Handbook of Negotiation and Culture (2004) (Stanford University Press, Stanford, CA) 158–176Google Scholar
  • Adair W. L., Okumura T., Brett J. M. Negotiation behavior when cultures collide: The U.S. and Japan. J. Appl. Psych. (2001) 86(3):371–385CrossrefGoogle Scholar
  • Allen J.Quickstart to Social Dancing (1998) (QQS Publications, Cranston, RI) Google Scholar
  • Ancona D. G., Chong C.-L. Entrainment: Pace, cycle, and rhythm in organizational behavior. Res. Organ. Behavior (1996) 18:251–284Google Scholar
  • Arrow H., Poole M. S., Henry K. B., Wheelan S., Mooreland R. L. Time, change, and development: The temporal perspective on groups. Small Group Res. (2004) 35(1):73–105CrossrefGoogle Scholar
  • Bakeman R., Gottman J. M.Observing Interaction: An Introduction to Sequential Analysis (1997) 2nd ed.(Cambridge University Press, Cambridge, U.K) CrossrefGoogle Scholar
  • Berdiaev N.Knowing Yourself (1990) (DEM, Moscow) Google Scholar
  • Brett J. M.Negotiating Across Cultures (2001) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Brett J. M., Okumura T. Inter- and intracultural negotiation: U.S. and Japanese negotiators. Acad. Management J. (1998) 41(5):495–510CrossrefGoogle Scholar
  • Brett J. M., Shapiro D. L., Lytle A. Breaking the bonds of reciprocity in negotiations. Acad. Management J. (1998) 41(4):410–424CrossrefGoogle Scholar
  • Brett J. M., Weingart L. R., Olekalns M., Blount S., Mannix B., Neale M. Baubles, bangles, and beads: Modeling the evolution of negotiating groups over time. Research on Managing Groups and Teams: Time in Groups (2004) 6(JAI Press, Stamford, CT) Google Scholar
  • Chua E., Gudykunst W. B. Conflict resolution styles in low- and high-context cultures. Comm. Res. Rep. (1987) 4:32–37Google Scholar
  • Cushman C., King S., Gudykunst W. B., Stewart L., Ting-Toomey S. National and organizational cultures in conflict resolution: Japan, the United States, and Yugoslavia. Communication, Culture, and Organizational Processes (1985) (Sage, Beverly Hills, CA) 114–133Google Scholar
  • Donohue W. A. Analyzing negotiation tactics: Development of a negotiation interact system. Human Comm. Res. (1981) 7(3):273–287CrossrefGoogle Scholar
  • Donohue W. A., Kressel K., Pruitt D. G. Communicative competence in mediators. Mediation Research: The Process and Effectiveness of Third-Party Intervention (1989) (Jossey-Bass, San Francisco, CA) 322–343Google Scholar
  • Drake L. E. Negotiation styles in intercultural communication. Internat. J. Conflict Management (1995) 6:72–90CrossrefGoogle Scholar
  • Erez M., Earley C.Culture, Self-Identity, and Work (1993) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Erez M., Somech A. Is group productivity loss the rule or the exception? Effects of culture and group-based motivation. Acad. Management J. (1996) 39(6):1513–1537CrossrefGoogle Scholar
  • Fauvre G. O., Rubin J. R.Culture and Negotiation: The Resolution of Water Dispute (1993) (Sage, Newbury Park, CA) Google Scholar
  • Geertz C.The Interpretation of Cultures (1973) (Basic Books, New York) Google Scholar
  • Gelfand M. J., McCusker C., Gannon M., Newman K. L. Culture, metaphor and negotiation. Handbook of Cross-Cultural Management (2001) (Blackwell Publishers, New York) Google Scholar
  • Gersick C. J. Time and transition in work teams: Toward a new model of group development. Acad. Management J. (1988) 31(1):9–41CrossrefGoogle Scholar
  • Gersick C. J. Marking time: Predictable transitions in task groups. Acad. Management J. (1989) 32(2):274–309CrossrefGoogle Scholar
  • Gibson C. B., Earley P. C., Erez M. Do you hear what I hear? A framework for reconciling intercultural communication difficulties arising from cognitive styles and cultural values. New Perspectives on International Industrial/Organizational Psychology (1998) (The New Lexington Press, San Francisco, CA) 335–362Google Scholar
  • Glenn E. S., Witmeyer D., Stevenson K. A. Cultural styles of persuasion. Internat. J. Intercultural Relations (1977) 1(3):52–66CrossrefGoogle Scholar
  • Goldman A. The centrality of “ningensei” to Japanese negotiating and interpersonal relationships: Implications for U.S.–Japanese communication. Internat. J. Intercultural Relations (1994) 18:29–54CrossrefGoogle Scholar
  • Graham J. L., Sano Y.Smart Bargaining: Doing Business with the Japanese (1989) (Sano Management Corp., Los Angeles, CA) Google Scholar
  • Hall E. T.Beyond Culture (1976) (Anchor, Garden City, NY) Google Scholar
  • Hall E. T.The Silent Language (1983) (Anchor, Garden City, NY) Google Scholar
  • Holmes M. E., Putnam L. L., Roloff M. E. Phase structures in negotiation. Communication and Negotiation (1992) (Sage Publications, Newbury Park, CA) 83–105CrossrefGoogle Scholar
  • Lax D. A., Sebenius J. K.The Manager as Negotiator: Bargaining for Cooperation and Competitive Gain (1986) (Free Press, New York) Google Scholar
  • Lim S. G. S., Murnigham J. K. Phases, deadlines, and the bargaining process. Organ. Behavior Human Decision Processes (1994) 58(2):153–171CrossrefGoogle Scholar
  • Lytle A. L., Brett J. M., Shapiro D. L. The strategic use of interests, rights and power to resolve disputes. Negotiation J. (1999) 15(1):31–49CrossrefGoogle Scholar
  • Lytle A. L., Brett J. M., Barsness Z. I., Tinsley C. H., Janssens M. A paradigm for confirmatory cross-cultural research in organizational behavior. Res. Organ. Behavior (1995) 17:167–214Google Scholar
  • McGinn K. L., Keros A. T. Improvisation and the logic of exchange in socially embedded transactions. Admin. Sci. Quart. (2002) 47:442–473CrossrefGoogle Scholar
  • McGrath J. E.Groups: Interaction and Performance (1984) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • McGrath J. E., Rotchford N. L. Time and behavior in organizations. Res. Organ. Behavior (1983) 5:57–101Google Scholar
  • Misino D. J., Contu D. L. Negotiating without a net: A conversation with the NYPD's Dominick J. Misino. Harvard Bus. Rev. (2002) 80(10):49–54Google Scholar
  • Moore D. A. Myopic prediction, self-destructive secrecy, and the unexpected benefits of revealing final deadlines in negotiation. Organ. Behavior Human Decision Processes (2004) 94:125–139CrossrefGoogle Scholar
  • Moore D. A., Kurtzberg T. R., Thompson L. L., Morris M. W. Long and short routes to success in electronically mediated negotiations: Group affiliations and good vibrations. Organ. Behavior Human Decision Processes (1999) 77(1):22–43CrossrefGoogle Scholar
  • Moran R. T.Getting Your Yen's Worth: How to Negotiate with Japan, Inc. (1985) (Gulf, Houston, TX) Google Scholar
  • Morley I. E., Stephensen J. M.The Social Psychology of Bargaining (1977) (Allen & Unwin, London, U.K) Google Scholar
  • Morris M. W., Gelfand M. J., Gelfand M. J., Brett J. M. Cultural differences and cognitive dynamics: Expanding the cognitive perspective on negotiation. The Handbook of Negotiation and Culture (2004) (Stanford University Press, Stanford, CA) 45–70Google Scholar
  • Morrison T., Conaway W. A., Borden G. A.Kiss, Bow or Shake Hands (1994) (Adams Media Corp, Holbrook, MA) Google Scholar
  • Olekalns M., Smith P. L. Understanding optimal outcomes: The role of strategy sequences in competitive negotiations. Human Comm. Res. (2000) 26(4):527–557Google Scholar
  • Olekalns M., Brett J. M., Weingart L. R. Phases, transitions and interruptions: Modeling processes in multi-party negotiations. Internat. J. Conflict Management (2004) 14:191–212CrossrefGoogle Scholar
  • Olekalns M., Smith P. L., Walsh T. The process of negotiating: Strategy and timing as predictors of outcomes. Organ. Behavior Human Decision Processes (1996) 68(1):68–77CrossrefGoogle Scholar
  • Poole M. S., Roth J. Decision development in small groups IV: A typology of group decision paths. Human Comm. Res. (1989a) 15:323–356CrossrefGoogle Scholar
  • Poole M. S., Roth J. Decision development in small groups V: Test of a contingency model. Human Comm. Res. (1989b) 15:549–589CrossrefGoogle Scholar
  • Pruitt D. G. Indirect communication and the search for agreement in negotiation. J. Appl. Soc. Psych. (1971) 1:205–239CrossrefGoogle Scholar
  • Pruitt D. G.Negotiation Behavior (1981) (Academic Press, New York) Google Scholar
  • Putnam L. L., Sheppard B. H., Bazerman M. H., Lewicki R. J. Reframing integrative and distributive bargaining: A process perspective. Research on Negotiation in Organizations (1990) 2(JAI, Greenwich, CT) 3–30Google Scholar
  • Putnam L. L., Jones T. S. Reciprocity in negotiations: An analysis of bargaining interaction. Comm. Monographs (1982a) 49(3):171–191CrossrefGoogle Scholar
  • Putnam L. L., Jones T. S. The role of communication in bargaining. Human Comm. Res. (1982b) 8(3):262–280CrossrefGoogle Scholar
  • Rajan M., Graham J. Nobody's grandfather was a merchant: Understanding the Soviet commercial negotiation process and style. California Management Rev. (1991) 33(3):40–57CrossrefGoogle Scholar
  • Resnick L. B., Levine J. M., Teasley S. D.Perspectives on Socially Shared Cognition (1991) (American Psychological Association, Washington, D.C) CrossrefGoogle Scholar
  • Simons T. Speech patterns and the concept of utility in cognitive maps: The case of integrative bargaining. Acad. Management J. (1993) 36(1):139–156CrossrefGoogle Scholar
  • Stevens S. M.Strategy and Collective Bargaining Negotiation (1963) (McGraw-Hill, New York) Google Scholar
  • Tenbrunsel A. E., Bazerman M. H., Brett J. M. Working women. Teaching Manual (1995) (Dispute Resolution Research Center, Northwestern University, Evanston, IL) Google Scholar
  • Terry W.How to Look at Dance (1982) (William Morrow and Company Inc., New York) Google Scholar
  • Thompson L. An examination of naive and experienced negotiators. J. Personality Soc. Psych. (1990) 59(1):82–90CrossrefGoogle Scholar
  • Thompson L. Information exchange in negotiation. J. Experimental Soc. Psych. (1991) 27(2):161–179CrossrefGoogle Scholar
  • Thompson L., Hastie R. Social perception in negotiation. Organ. Behavior Human Decision Processes (1990) 47(1):98–123CrossrefGoogle Scholar
  • Thompson L., Lowenstein J., Gentner D. Avoiding missed opportunities in managerial life: Analogical training more powerful than case-based training. Organ. Behavior Human Decision Processes (2000) 82(1):60–75CrossrefGoogle Scholar
  • Ting-Toomey S., Gudykunst W., Stewart L., Ting-Toomey S. Toward a theory of conflict and culture. Communication, Culture and Organizational Processes (1985) (Sage, Beverly Hills, CA) 71–86Google Scholar
  • Ting-Toomey S., Gao G., Trubisky P., Yang Z., Kim H. S., Lin S. L., Nishida T. Culture, face maintenance, and styles of handling interpersonal conflicts: A study in five cultures. Internat. J. Conflict Management (1991) 2(4):275–296CrossrefGoogle Scholar
  • Tinsley C. Models of conflict resolution in Japanese, German, and American cultures. J. Appl. Psych. (1998) 83(2):316–323CrossrefGoogle Scholar
  • Tinsley C., Pillutla M. Negotiating in the United States and Hong Kong. J. Internat. Bus. Stud. (1998) 29:711–728CrossrefGoogle Scholar
  • Triandis H. C.The Analysis of Subjective Culture (1972) (Wiley, New York) Google Scholar
  • Tripp T. M., Sondak H. An evaluation of dependent variables in experimental negotiation studies: Impasse rates and pareto efficiency. Organ. Behavior Human Decision Processes (1992) 51(2):273–295CrossrefGoogle Scholar
  • Tsui A. S., Schoonhoven C. B., Meyer M. W., Lau C.-M., Milkovich G. T. Organization and management in the midst of societal transformation: The People's Republic of China. Organ. Sci. (2004) 15(2):133–144LinkGoogle Scholar
  • Tukey J. W.Exploratory Data Analysis (1977) (Addison-Wesley, Reading, MA) Google Scholar
  • Waller M. J., Conte J. M., Gibson C. B., Carpenter M. A. The effect of individual perceptions of deadlines on team performance. Acad. Management Rev. (2001) 26:586–600CrossrefGoogle Scholar
  • Walton R. E., McKersie R. B.A Behavioral Theory of Labor Negotiations: An Analysis of a Social Interaction System (1965) (McGraw-Hill, New York) Google Scholar
  • Weick K.The Social Psychology of Organizing (1969) (Addison-Wesley, Menlo Park, CA) Google Scholar
  • Weingart L. R., Bennett R. J., Brett J. M. The impact of consideration of issues and motivational orientation on group negotiation process and outcome. J. Appl. Psych. (1993) 78(3):504–517CrossrefGoogle Scholar
  • Weingart L. R., Prietula M. J., Hyder E. B., Genovese C. R. Knowledge and the sequential processes of negotiation: A Markov chain analysis of response-in-kind. J. Experimental Soc. Psych. (1999) 35(4):366–393CrossrefGoogle Scholar
  • Weingart L. R., Thompson L. L., Bazerman M. H., Carroll J. S. Tactical behavior and negotiation outcomes. Internat. J. Conflict Management (1990) 1(1):7–31CrossrefGoogle Scholar
  • Wilson S. R., Putnam L. L., Anderson J. A. Interaction goals in negotiation. Communication Yearkbook (1990) 13(Sage, London, U.K.) 374–406CrossrefGoogle Scholar
  • Zaheer S., Albert S., Zaheer A. Time scales and organizational theory. Acad. Management Rev. (1999) 24(4):725–741CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.