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The purpose of this study is to examine whether conflict management styles are able to predict actual behaviors in business negotiation in two different countries.

Subjects were recruited from both Canada and China to participate in a laboratory study. Three simulated business negotiations were used for participants to negotiate deals in both countries in order to compare the validity of conflict management styles in predicting negotiation behaviors.

This study shows that conflict management styles are valid predictors of actual negotiation behaviors in Canada, but not in China. The results also show that Chinese people use a more avoiding approach and demonstrate a higher level of integrativeness during business negotiation simulations, while Canadians use a more compromising approach and show a higher level of distributiveness.

Practical implications of the findings are discussed in terms of the usefulness of self‐reported conflict management styles for negotiation researchers and practitioners in training seminars and in terms of the effectiveness of first offer as one negotiation strategy to achieve better negotiation outcomes.

This study is particularly pertinent, given that the relationship between conflict management styles and actual behaviors in negotiation receives little attention and that even less attention is given to this relationship in a cross‐cultural context.

This article addresses some issues for Western women in negotiating with individuals and organisations in China. To be successful in a Chinese negotiation requires an awareness and understanding of cultural differences, and negotiation characteristics and behaviour to avoid any misunderstanding or tension. Research results show that there are no major hurdles for Western women negotiators in China. There are, in fact, advantages if they follow a few guidelines. These include having a professional and businesslike approach and understanding the cultural characteristics of a Chinese negotiation. The advantages include being easily noticed, remembered and receiving concessions more readily than Western men. As a result, the negotiation receives more attention and consideration, thus facilitating the achievement of the negotiation goals.

Presents a comparison of approaches to negotiation and level of cultural awareness of international business managers in Russia, Greece and the UK. Demonstrates that although managers in the three countries are distinctly different in their demographic and cultural characteristics they generally exhibit high impression accuracy and adopt a similar approach to the negotiation process. Discusses implications for European business.

This paper aims to present a review of articles on business negotiation published between 1995 and 2015.

This literature review is based on 490 articles on business negotiation.

When analyzing the conceptual underpinnings of this field, two paradigms emerge as dominant. The most prominent paradigm is a cognitive, psychological approach, typically relying on experiments and statistical testing of findings. The second dominating paradigm is a behavioral one, largely concerned with mathematical modeling and game-theoretical models.

Besides offering a description of the characteristics adhered to the business negotiation field, this paper will also suggest recommendations for further research and specify areas in which the research field needs further conceptual and empirical development.

This literature review serves to be the first representation of the characteristics adhered to the budding research field of business negotiation.

Management and leadership.

Undergraduate and graduate.

Mr Lionel Thibaud, the General Manager, was highlighting the achievements and challenges faced at Impression et Enregistrement des Résultats (IER) within the Middle East region over the past four years in relation to the various cross-cultures and multi-nationalities. IER is a world-leading supplier of printing terminals and IT solutions for the air transportation industry. The problem facing the decision-maker is how to do business with the Middle Eastern countries and handling and striking a balance with all the varying cultures and customs. In addition, to meet the needs of the customers, a long-term mission is to establish long-term relationships and collaborations.

On completion of utilizing the case study as an exercise, students should be able to: case-specific skills – critically examine the importance of the cross-cultural management, decision-making, managing in multinational companies and leadership and management in the Middle East and demonstrate this by analysing real regional/world examples using complex theoretical frameworks; identify examples of best practice (including ethical “best practice”) and explain the dynamics towards cross-cultural management, decision-making, managing in multinational companies and leadership and management with reference to a range of theoretical models and apply these in a meaningful way to the MENA region; discipline-specific skills – synthesize and critically evaluate a corpus of academic literature and government reports on cross-cultural management, decision-making, managing in multinational companies and leadership and management; link cross-cultural management, decision-making, managing in multinational companies and leadership and management concepts and theories to real regional/world examples; personal and key skills – reflect on the process of learning and undertake independent/self-directed learning (including time management) to achieve consistent, proficient and sustained attainment; work as a participant or leader of a group and contribute effectively to the achievement of objectives in the field of cross-cultural management, decision-making, managing in multinational companies and leadership and management.

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Purpose — This chapter focuses on trust-building between American and Chinese business negotiators in the U.S.–Chinese collaborative projects through the work of ethnic Chinese employees. These ethnic Chinese employees can be effective trust-builders who can prevent dishonest behaviors in negotiations and implementations of projects in China through adequate corporate policies and training.Design/methodology/approach — The data were collected through semi-structured personal in-depth interviews through years 1994–2004 in the United States and in Hong Kong. The data were further validated by the author’s recent six years of field work in mainland China (2006–2011).Findings — The work explains how 36 Chinese expatriates in the United States and 24 Chinese executives in Hong Kong established trust between the U.S. negotiators coming from an individualistic, goal-oriented, low-context culture with a mature market economy and a well-established legal system and Chinese negotiators coming from a collectivistic, relationship-oriented, power-driven, high-context culture with an emerging market economy and an embryonic legal system. Many Chinese expatriates and executives have learned to entwine affect-based trust (feeling) and cognitive-based trust (information) with the Chinese representatives but cannot convey the affect-based trust to the relationships between American and Chinese representatives. Many Chinese expatriates and executives can use their affect-based trust to ask for reciprocity from the Chinese representatives and discern how to leverage on valid information provided by both sides. The social consequences of breaking affect-based trust relationships in the context of the Chinese culture are well above the norms to facilitate honest relationships between the U.S.–Chinese collaborative projects. The affect-based trust between ethnic Chinese employees and Chinese negotiators is transferred to defer dishonest behaviors in negotiations and projects when these ethnic Chinese employees perceive to have authority to mobilize American corporate resources in the negotiation processes.Social implications — American corporations need to enhance the effectiveness of their ethnic Chinese employees as valuable honesty builders in negotiations and implementations of projects in China, where there are weak institutional policies and structures to punish dishonest organizational practices.Originality/value — It is important for American corporations to develop a shared understanding between American representatives and their ethnic Chinese employees in the context of U.S.–Chinese cooperative project negotiations through corporate policies and training programs before a team of American representatives is formed.

Drawing from the emotions as social information theory, this paper aims to investigate the differential effects of emotions in inter vs intracultural negotiations.

The authors used one face-to-face negotiation and two experimental scenario studies to investigate the influence of emotions (anger vs happiness) and negotiation type (intercultural vs intracultural) on concession behavior.

Across the three studies, the results consistently show that angry opponents from a different national culture obtain larger concessions from negotiators. A face-to-face negotiation shows that happy opponents from the same culture are able to obtain larger concessions from negotiators. Additionally, the negotiator’s intentions to compromise and yield mediate the relationship between the interaction of emotions and counterpart’s culture on concessions.

Two limitations are that the studies were conducted in a single country and that they use different types of role-playing designs. The empirical implications provide evidence of the moderating effect of the counterpart’s culture on the effect of anger on concessions. Then, providing two different mechanisms for concessions.

The research helps global negotiators who face counterparts from different nationalities. It suggests that these negotiators should be mindful of their counterpart’s emotions in intercultural negotiation as anger seems to generate more concessions in this setting.

The article is among the first studies to show that the combination of the counterpart’s culture and emotions has an effect on concessions in negotiation. Compromising and yielding are mediating mechanisms for this moderated effect. As opposed to previous studies that use one type of research design, the research combines face-to-face and scenario methodologies to test the predictions.

The purpose of this paper is to examine the impact of individualism‐collectivism, trust, and ethical ideology on ethically questionable negotiation tactics, such as pretending, deceiving and lying, in Turkey.

Survey questionnaires translated from English to Turkish were administered to 400 respondents, of whom 379 fully completed the questionnaires.

The research empirically corroborated a classification of three groups of negotiation tactics, namely, pretending, deceiving and lying. Turkish negotiators who scored high on horizontal individualism tended to score highly on pretending and deceiving and less on lying, and presented an inverse relationship between scores on those tactics and score on idealism. Trust was not found to be related to any of the negotiation tactics.

The study investigated the respondents' perceptions rather than their actual negotiation behavior. The sample size, though large and inclusive of public and private sector employees, provided limited ability to generalize Turkish negotiator conduct.

The study provides hints to managers negotiating in Turkey of the extent to which Turkish managers would employ ethically questionable negotiation tactics.

This empirical field research is the first to present a model of the antecedents of negotiation tactics in Turkey, a country where negotiation studies are limited and are mostly conducted within the safe controls of the laboratory.

Biculturals possess higher cultural intelligence than monocultural individuals. This study explores biculturals' key factors and attributes and how their cultural knowledge and identification influence International Business Negotiations (IBNs) and help their firms outperform others.

Data were collected from semi-structured interviews with 35 bicultural senior managers in Lebanon.

The findings highlight three essential qualities and behaviors that allow biculturals to act as a bridge between the parties during IBN: adaptability, cultural frame switching (CFS) and creativity.

This study explores the notion of bicultural personnel using their understanding of multiple cultures to be innovative, avoid groupthink and generate new creative ideas that help overcome stalemates during IBNs.

Describes an investigation into the individual, organization, and demographic‐related ante‐cedents to industrial negotiation encounters in two culturally diverse countries. Focuses in particular on antecedent factors that influence sellers’ co‐operative orientation. Two con‐current surveys were conducted among Philippine and American industrial exporters. Our results suggest that the antecedents leading to co‐operative negotiation behaviours differ between Filipino and American sales representatives.