The influence of individualism-collectivism and self-monitoring on conflict styles

A laboratory experiment examined the effects of time pressure (high versus low) and accountability to constituents (not‐accountable‐to‐constituents versus accountable‐to‐constituents) on the competitiveness of negotiators' interaction and on the outcome (i.e., agreement or impasse) of the negotiation. Using a newly developed negotiation game with the payoff structure of a game of chicken, we predicted and found an interaction effect. Based on the pattern of results we conclude that the effect of time pressure is contingent on the accountability to constituents of the negotiator. When negotiators are negotiating only for themselves, time pressure makes the negotiators act less competitive, and a higher proportion of the negotiations will result in an agreement. In contrast, when negotiators are negotiating on behalf of their con‐stituents, time pressure will result in more competitive interaction and in a higher proportion of impasses.

Effects of time pressure and accountability to constituents on negotiation

This project focuses specifically on how intercultural negotiating differences are evidenced communicatively. Evidence suggests that negotiators deal differently with internationals than domestics. Therefore, it is important to move beyond within‐culture comparisons as a basis for predicting intercultural negotiation processes. This paper tests empirically the endurance of culturally‐associated negotiation styles in inter‐cultural negotiations between Americans and Taiwanese. Results suggest that culture does exert some global effects in face‐to‐face encounters with cultural outsiders. Other aspects of negotiation are managed locally, so that predicted cultural differences do not emerge in interaction.

Negotiation styles in intercultural communication

Scholars recognize that planning is an essential part of negotiation, but research provides limited insight into the nature of effective negotiation planning. This research is focused on the skills necessary for effective negotiation planning. It is argued that the information processing tendencies of high self-monitors make them particularly adept at planning for negotiations. The authors extend existing work in planning by relating self-monitoring to plan generation, plan enactment, and plan consequences. Results indicate that self-monitoring is related to prenegotiation goal commitment, planning of impression management strategies, planning of integrative tactics, and plan complexity. During negotiations, high self-monitors are more likely to engage in argumentation. However, they are not especially inclined to engage in more information seeking or rapport building. High self-monitors are better able to accomplish negotiation goals, and this appears to be the result of their superior planning skills. R...

Planning Skills and Negotiator Goal Accomplishment The Relationship Between Self-Monitoring and Plan Generation, Plan Enactment, and Plan Consequences

This chapter is an overview of research on emotion in negotiation that integrates cognitive, affective, and cultural aspects of the field. We address the following issues: (1) the effects of mood and emotion on negotiator cognition and performance and the potential of emotion as a negotiation strategy; (2) individual differences in emotional expression and individual traits, such as self-monitoring and emotional intelligence, that impact on the use of strategic emotion; and (3) cultural influences on negotiation and on emotional experience and expression.

Strategic emotion in negotiation: Cognition, emotion, and culture

Prior research indicates that when a bargaining representative is held accountable by a constituency, tough, distributive bargaining is often the result and deadlocks become more probable. This study focuses upon two variables that have been hypothesized to mitigate against such debilitating effects: authority to reach agreements and self‐monitoring. The results confirmed the debilitating effects of accountability. Bargainers held accountable made more extreme initial offers, thought they were perceived to be less cooperative, took more time to negotiate, were more likely to deadlock, and were less satisfied with the outcomes than bargainers not held accountable. Authority interacted with accountability to influence straying from the group's aspiration level on initial and final offers. When accountable, bargainers with authority initially strayed further from the group's position but deviated less on their final offer than bargainers without authority. Delegated authority significantly reduced the number...

On alleviating the debilitating effects of accountability on bargaining: Authority and self‐monitoring

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On alleviating the debilitating effects of accountability on bargaining: Authority and self‐monitoring