Culture and accountability in negotiation: Recognizing the importance of in-group relations |
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Authors: | Wu Liu Ray Friedman Ying-Yi Hong |
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Institution: | 1. Department of Management and Marketing, Faculty of Business, Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong;2. Owen Graduate School of Management, Vanderbilt University, 401 21st Avenue South, Nashville, TN 37203, United States;3. Nanyang Business School, Nanyang Technological University, S3-01C-100, Nanyang Avenue, Singapore 639798, Singapore;4. School of Psychology, Beijing Normal University, 19 Xinjiekou Outer Street, Haidian, Beijing 100875, China |
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Abstract: | We extend Gelfand and Realo’s (1999) argument that accountability motivates negotiators from relationally-focused cultures to use a more pro-relationship approach during negotiations. Our research shows that the effect they predict is found only when the other negotiating partner is an in-group member. Specifically, in two studies involving participants from China (a relationally-focused culture) and the US (a less relationally-focused culture), we found that only when negotiating with an in-group member are Chinese participants under high accountability more likely to use a pro-relationship approach than those under low accountability. Consequently, the differences between Chinese and American participants in the use of a pro-relationship approach occur only when they negotiate with an in-group member under high accountability. The strong attention to relationships, however, results in higher fixed-pie perceptions and lower joint gains. The implications of our findings for theory and practice are discussed. |
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Keywords: | Negotiation Culture Accountability In-group Relationship Chinese Fixed-pie perception |
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