...Research Working Papers Series When Does Gender Matter in Negotiation? Hannah Riley and Kathleen L. McGinn September 2002 RWP02-036 The views expressed in the KSG Faculty Research Working Paper Series are those of the author(s) and do not necessarily reflect those of the John F. Kennedy School of Government or Harvard University. All works posted here are owned and copyrighted by the author(s). Papers may be downloaded for personal use only. 1 When Does Gender Matter in Negotiation? Hannah Riley John F. Kennedy School of Government, Harvard University 79 JFK Street, Cambridge, MA 02138 (617) 496-4717 Kathleen L. McGinn Graduate School of Business Administration, Harvard University Soldiers Field, Boston, MA 02163 (617) 495-6901 The authors thank Linda Babcock, Max Bazerman, Jim Sebenius and the reviewers of the 2002 Academy of Management meeting for their helpful comments on this paper. 2 3 Abstract We propose that two situational dimensions moderate gender effects in negotiation. Structural ambiguity refers to potential variation in a party’s perception of the bargaining range and appropriate standards for agreement. Gender triggers are situational factors that make gender salient and relevant to behavior or expectations. Based on a review of field and experimental data and social psychological theory on individual difference, we explain how structural ambiguity and gender triggers make negotiations ripe for gender effects. 4 Gender often appears to...
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...Perspective to Negotiation: A Review of the Past and a Look into the Future Chia-Jung Tsay Max H. Bazerman Working Paper 10-002 Copyright © 2009 by Chia-Jung Tsay and Max H. Bazerman Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. 1 A Decision-making Perspective to Negotiation: A Review of the Past and a Look into the Future By Chia-Jung Tsay and Max H. Bazerman Chia-Jung Tsay is a doctoral student in organizational behavior at Harvard Business School in Boston. Her e-mail address is ctsay@hbs.edu. Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at Harvard Business School in Boston. His e-mail address is mbazerman@hbs.edu. Abstract Through the decision-analytic approach to negotiations, the past quarter century has seen the development of a better dialog between the descriptive and the prescriptive, as well as a burgeoning interest in the field for both academics and practitioners. Researchers have built upon the work in behavioral decision theory, examining the ways in which negotiators may deviate from rationality. The 1990s brought a renewed interest in social factors, as work on social relationships, egocentrism, attribution and construal processes, and motivated illusions was incorporated into our understanding of negotiations. Several promising...
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...Managing Negotiation Introduction From reaching an agreement with a large client to bargaining for a higher starting salary, the ability to negotiate effectively is a critical component of success in business. One fundamental aspect of a negotiation is if it will be approached as distributive bargaining or as an integrative negotiation. Distributive bargaining is a competitive, zero-sum negotiation in which there are a limited amount of resources available, while integrative negotiation takes place when “the parties’ goals are not seen as mutually exclusive and in which the focus is on making it possible for both sides to achieve their objectives” (Nelson and Quick 2009). For example, a dispute over land would necessitate distributive bargaining, whereas a partnership between two firms to buy and sell a product could be made through integrative negotiation. The process of two or more parties reaching a joint decision is influenced by a variety of factors. In analyzing business negotiation, we will first give an overview of past scholarly research on the topic, and then explore more current mental models of negotiation. We will also examine the possible hurdles to reaching agreements posed by cross cultural differences, particularly between American and Chinese business people. Finally, we discuss the relative importance of BATNAs (Best Alternative to Negotiated Agreement) and contributions in the bargaining process. History of Negotiation Research In the 1960’s...
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...Do agents negotiate for the best (or worst) interest of principals? Secure, anxious and avoidant principal-agent attachment Sujin Lee, Leigh Thompson PII: DOI: Reference: S0022-1031(10)00291-X doi: 10.1016/j.jesp.2010.12.023 YJESP 2600 To appear in: Journal of Experimental Social Psychology Received date: Revised date: 21 August 2010 14 December 2010 Please cite this article as: Lee, S. & Thompson, L., Do agents negotiate for the best (or worst) interest of principals? Secure, anxious and avoidant principal-agent attachment, Journal of Experimental Social Psychology (2010), doi: 10.1016/j.jesp.2010.12.023 This is a PDF file of an unedited manuscript that has been accepted for publication. As a service to our customers we are providing this early version of the manuscript. The manuscript will undergo copyediting, typesetting, and review of the resulting proof before it is published in its final form. Please note that during the production process errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal pertain. ACCEPTED MANUSCRIPT 1 T Running Head: PRINCIPAL-AGENT, ATTACHMENT, AND NEGOTIATION RI P Do Agents Negotiate for the Best (or Worst) Interest of Principals? NU Sujin Lee SC Secure, Anxious and Avoidant Principal-Agent Attachment Department of Management Science MA Graduate School of Innovation and Technology Management ED KAIST (Korea Advanced...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...Culture Impact on German Negotiation Style Chen Shuqi SEIB Abstract As the increasing frequency of international trades， international negotiation skills draw a lot of attention. Regarded as a major barrier for cross-cultural communication, understanding culture difference is of signification . This essay will firstly introduce the study history and relevant definitions of international negotiation and how culture factors impact on negotiation style. Considering the gradual closed trade relationship between Germany and China and the commonly acknowledged differences of national cultures between them, this essay would firstly analyzes images of Germans for the general Chinese in a book, Die Langnasen . Further, it clarifies German negotiation style basing on analysis from Hofstede's cultural dimensions theory. We find out that some of German business behaviors from the theory don’t fit with our general impression as the book concludes. After discussion about the deficiency of the theory or possible stereotype of the book, we try to present a modification of the prevalent impression about German negotiation style, and give some suggestion about how to carry out a better international business negotiation with Germans. It may be possible to provide us a better understanding in successful negotiation process with Germans. Key words: International negotiation, German culture, German negotiation style 德国文化对其谈判风格的影响 陈舒祺 国际商务英语学院 2011级国际商务管理 摘 要: 随着跨国贸易的频率迅速增长，国际商务谈判技巧尤为重要。...
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...apply them. This process is most effective when those learnings are applied immediately to a situation that the student is facing. The author is currently attending job interviews following a period of unemployment. By approaching a job interviews as a negotiation, the author can break the process into phases of preparation, differentiation, exploration, and exchange, to examine what happens in each and how it can be improved. Sometimes the acceptance of the job may lead to further negotiations about terms and conditions, such as salary, leave entitlements and start date, however this discussion will look at the actual interview, between submission of the application and the job offer itself. Fells (2012, p. 8) described negotiation as like DNA, with the two parties being the strands and elements that give it support being reciprocity, trust, power, information exchange, ethics and outcome. This discussion will focus on the element of power and how it applies to job interviews. In particular the way that power is perceived by the interviewee, such that it is seen to be mainly with the interviewer. However, the balance of power shifts during the interview, a factor which can used by the interviewee to improve future negotiations. Power Power is the capacity to influence others (McShane et al. 2013, p. 318). McShane et al. (2013, p. 318) note that power is not “the act of changing someone’s attitudes or behaviour; it is only the potential to do so”. It is also about the perception...
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...Negotiation is a part of individual’s daily lives and has a measurable effect especially in the diverse social and changes in structural factors of the current environment. Although individual differs in personality and communication, the skills in negotiations is vital to achieve success. With this in mind, that the combination of communications skills and personality does have an effect in successful negotiation situation whether in integrative, or distributive, or alternative shape. Negotiation is defined according to different cultures. According to Yook and Albert in 1998, negotiations can differ greatly across cultures on what is negotiable and what occurs in negotiations (Yook & Albert, 1998). According to Foster in his 1992, Bargaining across borders: How to negotiate business successfully, “Americans tend to view negotiating as a competitive process of offers and counteroffers, while the Japanese tend to view the negotiation as an opportunity for information sharing” (Foster, 1992, p. 272). These differences in definition also reflect on how each individual culture behave and convey messages in the negotiating table. The behavior of the person will have an impact in the perception of his or her personality that also has measurable effect in communicating his or her ideas and information in negotiating table. Communication according to American Heritage Dictionary is the exchange of thoughts, messages, or information as by speech, signals, writing, or behavior...
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...situation of conflict with at least two players (it may be a person, company). Each side chooses some kind of behavior (strategy) to get the best payoff. Game theory is a way to study conflicts and strategies used to get best results. The decision process is made without full knowledge and that’s what drives people engage into game to strategize to get as good output as possible- perfectly to win everything or at least to lose as little as possible. Game theory as a mix of psychology, mathematics, logic and other academics areas can be useful in several ‘real life’ situations, including negotiations and business. It can be observed in an oligopoly market, when two companies offering a very similar product (for example gas) must find a way to win over their competitors. One can notice parallels in a situation of those companies and classical example of the game theory “prisoner dilemma”. Game theory may also be used in auctions, mergers and acquisitions, bargaining, real estate negotiations, salary negotiations and so on. The most common application of game theory in real life is setting price. Each company wants to set price as high as possible to maximize profit but also wants to win market share as big as possible. Companies can all set the same price for their products and split the profit between themselves or one could try and forecast an advantageous set of lower prices and basically win since their higher market share even at their lower prices will correspond to a higher...
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...M00429797 Table of Contents PART 1: 4 1) INTRODUCTION: 4 2) Country Macro Level Fact Sheet 5 Socio-Economic Comparison (CIA, 2015) 5 3) Hofstede Model : Comparing Lebanon and Netherlands 8 PART B : Cultural Intelligence 10 1) Cultural Intelligence: Globalization 10 2) Decision Making: 11 3) Negotiation & Communication: 12 4 )Leadership: 14 Section C: Advice and Recommendation 15 PART 1: 1) INTRODUCTION: The term globalization has been defined as the process in which different countries interconnect because of the dependence that the buyers, sellers, producers and governments (Parker, 2005). During the course of the last decade the world has seen globalization increase in such a magnituite that the world as a whole is seen as a single market place. Due to the adaptation of this concept, different cultures have to come together to work for a single goal their organizations provide them with, which normally is ‘success’. Culture is defined as a set of values, traditions, mind set, and norms that a set of people follow in that geographical location, these are the things passed on from generation to generation (Hofstede, 1980). For a business to be successful outside their home country, they need to understand the culture they are going into as well as understand the differences it holds from their originating country. Successful businesses creates a work force with enough multi-cultural training while making sure they acquire the necessary skills...
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...Lecture №1. Introduction, Definition and History Psychology is the study of behavior and mental processes. Psychologists use systematic scientific methods to understand behavior and human thought processes. Different branches of psychology have emerged to explore different topics and perspectives. Industrial/organizational (I/O) psychology is the specialty area within psychology that studies human behavior in work settings. It is concerned with: - The study of behavior in work settings. - The application of psychology principles to change work behavior. Therefore I/O psychology has two objectives: 1. To conduct research in an effort to increase our knowledge and understanding of human work behavior. To apply that knowledge to improve work behavior, the work environment, and the psychological conditions of the worker. Roots and History of Industrial/Organizational Psychology The Beginnings. Around the turn of the 20th century, Frederick Taylor, an engineer, believed that scientific principles could be applied to the study of work behavior. “One best method” Time-and-motion studies - work tasks are broken down into simple movements. Scientific management, a movement started by Taylor, was a method of using scientific principlesto improve the efficiency and productivity of jobs. Drawbacks of Taylor’s philosophy: - Complex jobs, demanding sophisticated skills. - Fewer and fewer people are engaged in physical labor. - For some jobs there is no “one best...
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...Journal of International Business Studies (2006) 37, 285–320 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net PERSPECTIVE A quarter century of Culture’s Consequences: a review of empirical research incorporating Hofstede’s cultural values framework Bradley L. Kirkman1, Kevin B. Lowe2 and Cristina B. Gibson3 1 Department of Management, Mays Business School, Texas A&M University, College Station, TX, USA; 2Department of Business Administration, Joseph M. Bryan School of Business and Economics, University of North Carolina at Greensboro, Greensboro, North Carolina, USA; 3Graduate School of Management, University of California, Irvine, California, USA Abstract Since Geert Hofstede’s Culture’s Consequences: International Differences in WorkRelated Values (Sage, 1980) was published, researchers have utilized Hofstede’s cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede’s cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede’s framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202 Keywords: Hofstede; cultural values; cross-cultural management Correspondence: Bradley...
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...Literature Review The nature of consumers is responsible for the chances of an idea to become a successful business. Dalenberg, et al. (2014), p. 1 observes that consumers demonstrate high variability levels in product liking. The essential element that needs to be considered is the exposure of the product to reach the consumers. In their study, Thrassou, et al. (2012), p. 22 acknowledge that the most important aspect in a new idea or innovation is value. The significance of having an insight on consumer knowledge behavior is based on the modern marketing philosophy that recognizes the consumers as the target of any marketing activity (Thrassou, et al., 2012, p. 28). The basis of the business idea can be attributed to the highly competitive market environment. While already the problem that the idea seeks to address is being solved by another idea, the intense competition prompts the need for innovation to be able to offer greater value (Thrassou, et al., 2012, p. 30). In his article, Gentile (2010), p. 96 covers the difficulty that is involved in having people change their behavior to accept an idea. It is acknowledged that it is difficult to change ideas but that is exactly what businesses are required to do to get consumers buy the product or service. The difficulty in having consumers embrace a new product has been observed by Ji & Wood (2007), p. 261 as resulting from the high degree of repetition that is evident in consumer domains....
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...Negotiation Plan – Excalibur Engine Parts As the VP of Sales for Excalibur I am required to negotiate with Knight Engines Inc to come to an agreement for a rush order of 8000 pistons within two weeks. It is in my personal interests to deliver a substantial profit to Excalibur for the benefit of shareholders. However, negotiating a deal with Knight may be the only chance for Excalibur to avoid a major loss in this quarter. Consequently, I aim to secure a profitable contract but am willing to trade current profit for future gain. For this negotiation I have three types of goals in place. My substantive goals are to negotiate a contract that will bring in $5.8m (target point 3) and to also secure future contracts with Knight. With little demand for the pistons it is essential that Excalibur remains on good terms with Knight and so I have a relationship goal to maintain a long term business relationship between the two companies. In addition my intangible goal is to achieve an outcome that will be viewed favourably by my superiors. Whilst it is in my interests to secure a profit it cannot be at the expense of a business relationship. Therefore substantive and relationship outcomes are important and assuming that substantive outcomes are also important to Knight, either a trusting or principled collaboration strategy should be adopted (Savage, Blair & Sorenson 1989). As it is difficult to determine whether Knight has the same relationship goal and as I am concerned about...
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...STEREOTYPES 1. Introduction People are living within societies in which having different cultural background. Cross-cultural literacy is difficult to undertake due to the stumbling block such as generalization that people make and stereotypes that people have. Stereotyping is the way to use the fixed images of people belonging to a group, which have a tendency to categorize people based on a group they belong to rather than processing the information individually. Generalization usually comes before stereotyping, in order to generalize certain group of people. For example, all Italian loves spaghetti, and Maria is Italian, hence in conclusion Maria loves spaghetti. In that case, people are stereotyping Maria, which in fact Maria might or might not love spaghetti as she comes from North Eastern part of Italy whose has Germanic Austrian background. In fact, stereotyping leads to arrange some conception map in a way of thinking in which aimed to facilitate the progress of information. Stereotyping can be considered normal when faced with a new situation. Stereotyping triggers the mindset that has been collectively programming to set up that each group has the same pattern, which in fact it may be different with the perception to certain things. In the worst case, stereotyping may lead to possibility of racism, exclusion and personal discrimination towards ethnic identity, culture, occupation, age, sex, education grounds and some more. However, this essay later will just...
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