Abstract
Building on Hofstede’s individualism-collectivism cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S.
The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American culture from the members of the Ethiopian culture. Among the negotiation and conflict management styles object of this study, the dominating style was found to be preferred by those with high concern for self, whereas the cooperating and the integrating styles were found to be preferred by those with high concern for others.

Introduction
In order to remain competitive in their respective markets companies around the world are expanding their horizons beyond their original country, and they are increasingly seeking international partnerships and business ventures in different cultural environments. The ability to negotiate across national borders and within the organization has become increasingly important in the past decade, but despite the continuous growth of business globalization negotiation and conflict resolution styles are often misunderstood.
According to much of the literature available scholars have conducted substantial research on the subjects of negotiation and conflict resolution over the past years, including some cross-cultural research comparing negotiation styles in different cultural contexts (Graham, 1993). However, there is a general agreement on the fact that not much research related to intercultural negotiations and conflict resolution has been conducted yet (Leung, 1997). In this study I focus on the influence of