Culture and negotiation

This article develops a model of how culture affects negotiation processes and outcomes. It begins with a description of negotiation from a Western pe rspective: confrontational, focused on transactions or the resolution of di sputes, evaluated in terms of integrative and distributive outcomes. It pro poses that power and information processes are fundamental to negotiations and that one impact of culture on negotiations is through these processes. The cultural value of individualism versus collectivism is linked to goals in negotiation; the cultural value of egalitarianism versus hierarchy is li nked to power in negotiation; and the cultural value for high versus low co ntext communication is linked to information sharing in negotiation. The ar ticle describes why inter-cultural negotiations pose significant strategic challenges, but concludes that negotiators who are motivated to search for information, and are flexible about how that search is carried out, can rea ch high-quality negotiated outcomes.