Negotiation behavior when cultures collide: The United States and Japan

This study compared the negotiation behaviors of Japanese and U.S. managers in intra- and intercultural settings. Transcripts from an integrative barg aining task were coded and analyzed with logistic and linear regression. U. S. negotiators exchanged information directly and avoided influence when ne gotiating intra- and interculturally. Japanese negotiators exchanged inform ation indirectly and used influence when negotiating intraculturally but ad apted their behaviors when negotiating interculturally. Culturally normativ e negotiation behaviors partially account for the lower joint gains generat ed by intercultural, relative to intracultural, dyads. The behavioral data inform motivational and skill-based explanations for elusive joint gains wh en cultures clash.