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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.

This paper aims to investigate the perceptions by owners and staff working in causal full-service restaurants in Macao of their two major subcultures of customers: Hong Kong Chinese and Taiwan Chinese in terms of their dining behavior and preferences.

Face-to-face interviews with 36 service staff of casual dining restaurants in Macao were conducted through the purposive convenience sampling method. Thematic content analysis was conducted in the data analysis.

The results reveal that although the customers from the two Chinese subcultures have a similar appearance, use the same Chinese characters and share common cultural inheritances; their dining behavior and preferences are perceived as being different.

Practical implications are given on how to better design the products and services to meet each subgroup’s needs for enhancing customers’ experience and service quality in restaurant settings.

This study focuses on examining if there are any sub-cultural differences in food behaviors and preferences among Hong Kong and Taiwan visitors, who are the major tourist sources in the world market. It contributes to the scarce literature on intracultural dining variances of sub-groups within Chinese.

Reports a study of 214 Chinese Canadian consumers across eight product categories. This study shows that intracultural differences in consumer behavior are inadequately explained by the psychological construct of ethnic identification, and that additional explanatory power is achieved when incorporating the ethnic homogeneity of social ties. The results of the study support the proposition that the ethnic homogeneity of strong social ties exerts significant influence over an individual’s consumption of ethnic products, and is a much more robust predictor variable than ethnic identification. Also calls for a more theory‐based measure for the construct ethnic identification.

Considers the pluralistic cultures which exist within a nation and outlines the history of previous research into this field. Introduces the concept of embeddedness which means that the society within which a person lives will influence their behaviour. Discusses intracultural differences and presents some research strategies for looking at the ethnic consumer.

The purpose of this paper is to empirically examine the role of relationality in buyer–supplier negotiations and how it varies across cultural settings.

Using a multisession simulation design, this study recruited research participants (n = 82) from diverse cultural backgrounds to play the role of either buyer or supplier for two negotiation tasks. Regression analyses were used to test the relationships among relational constructs as well as the moderating role of relational culture.

Results show that negotiators’ relational self-construal enhances their relational commitment to the ongoing negotiations, which leads to a higher level of relational capital accumulated at the end of negotiations. The impact of relational self-construal on relational commitment and that of relational commitment on counterparts’ relational capital are stronger for negotiators from a high (as opposed to low) relational cultural background. Furthermore, intercultural negotiation context, when compared with intracultural context, weakens the impact of relational commitment on relational capital.

This research is among the first to empirically examine the culturally varied relationality in negotiations. The findings offer important theoretical and practical implications regarding how relationality, when interacting with cultural factors, has varying impacts on business negotiations.

Empirically investigates predicted consumption pattern differences and the importance of brand name, related to specific product categories, between two distinct cultural groups – Hispanics and Anglos. The authors predicted that, due to differences in values and lifestyles of the two groups, intracultural differences would be observed in the level of importance members of each group attached to specific product attributes, the brand name of products, the influence of others on the purchase decision, and the price consumers expected to pay. Descriptive statistics, cross‐tabulations, bivariate correlations, ANOVA and MANOVA procedures provided support for three of the four hypotheses tested. Several managerial implications are drawn from the results and future research suggestions are provided.

The media often portray business organizations as warring enemies who define their own success by the demise of their competitors. Executives sometimes use similar imagery to motivate their “troops.” What such images ignore are the strong interdependencies among business organizations and the degree to which cooperation results in mutual gains. Just as nations have discovered the benefits of economic cooperation, businesses have learned that success often depends on forming strategic alliances.

This chapter provides insights into young peoples’ perceptions of intercultural relationships. Intercultural relationships consist of partners with different racial, ethnic or religious backgrounds. Increasing migration rates, multicultural societies and supportive societal attitudes have created more opportunities for intercultural relationships to form. These factors have contributed to the growing rates of intercultural couples in Australia. It is important to note that some intercultural partners face social barriers that are less common among non-intercultural partners. Young people are of particular interest since intercultural relationship rates are higher in younger generations and education settings are becoming more multicultural. Nonetheless, the complexities of contemporary intercultural relationships and how they may render young people vulnerable has been often overlooked. This chapter is based on a case study that responds to an overarching question: How do young people perceive intercultural relationships? The study involved semi-structured interviews with eight participants between 20 and 26 years of age. The participants had diverse backgrounds and lived in Melbourne. The findings reveal perceptions of significance and acceptance of intercultural relationships. Also revealed are perceptions of social factors that perpetuate vulnerability relating to intercultural relationships in terms of stereotyping, racism and people’s reactions more generally.

Describes the results of a two‐year research programme, part of which has been carried out in partnership with the management teams of major companies with international activities. The programme has taken a fresh look at the subject of transcultural management, both in its national and corporate manifestation, and has built on the existing models of culture to develop a novel audit system by which intercultural and intracultural diversity may be assessed and managed. The system provides opportunities for the avoidance of conflict. It may also, however, be used to provide enhanced competitive advantage through the harnessing of the considerable synergies which exist between apparently conflicting cultural opposites.

Studies of cross‐cultural differences in conflict management behavior are reviewed. This review shows that existing studies are difficult to interpret, because researchers applied Western theories and Western measures to non‐Western cultures, without testing the cross‐cultural equivalence of the constructs and the measures and without searching for emic constructs that might contribute to an understanding of non‐Western behavior. These three problems are discussed, and guidelines to help researchers avoid these problems are proposed.