Building cross-cultural negotiation prototypes in Latin American contexts from foreign executives' perceptions

Journal of Business Research

Ayoko

Amoo

2018

106

Section: Theoretical Backgroundmentioning

confidence: 99%

The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles

Journal of Business Research

Ayoko

Amoo

2018

106

“…Negotiation is "a process of potentially opportunistic interaction by which two or more parties, with some apparent conflict, seek to do better through jointly decided action than they could otherwise" (Lax and Sebenius,1986 p. 11). Consequently, management scholars have put much effort in investigating the process of negotiating across different cultures and how cultural differences impact negotiations (Gunia, Brett, & Gelfand, 2016;Ogliastri & Quintanilla, 2016). They find that successful cross-cultural negotiation requires a good understanding of the differences in cultural values and behaviors (Adair & Brett, 2005;Groves, Feyerherm, & Gu, 2015;Imai & Gelfand, 2010).…”

Section: Differences 1 Introductionmentioning

confidence: 99%

The relationship between cultural values, cultural intelligence and negotiation styles

Journal of Business Research

Ayoko

Amoo

et al. 2019

Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face. This study examines the influence of cultural intelligence on the relationship between cultural values and the individual preferences for a given negotiation style. Our results show that cultural values (e.g. power distance, uncertainty avoidance, collectivism and masculinity) have a direct influence on negotiation styles as well as an indirect effect, which is mediated through cultural intelligence. The study highlights the importance of cultural values and cultural intelligence on negotiation styles and contributes to the research and practice of negotiations.

“…According to the operationalisation of the 2-class model (Ogliastri & Quintanilla 2016), both the incumbent of Company A and the incumbent of Company B seem to adhere more to the emotional negotiators, with higher values on the emotional dynamics of the negotiation process. For Company A, interestingly, the generation in charge, also the youngest in the company, have aptitude for formalisation of contractual relationships and the identification of more defined responsibilities for each employee, being a family member or not, in the company, which seems closer to a dominating decision-making style.…”

Section: Discussionmentioning

confidence: 99%

“…The case studies are built through semi-structured interviews. Data was analysed adopting two frameworks from the conflict management and negotiation literature: the dual concern model (Walton & McKersie 1965;Lewicki et al 2014;Rubin et al 1994) and the 2-class model (Ogliastri & Quintanilla 2016).…”

Section: Introductionmentioning

confidence: 99%

<i>Uscio e Bottega</i>: an exploratory study on conflict management and negotiation during family business succession in Tuscany

Zarone

2019

WREMSD

This paper aims to explore how conflicts are managed, also through negotiations, during the succession phase in family businesses. The paper adopts a qualitative methodology and develops case studies of two companies, based on the interviews of the family business members belonging to multiple generations. The findings are interpreted with the dual concern model for the conflict management styles and the 2-class model for the prototype of negotiators. The results of the study show an evolutionary path regarding the conflict management style adopted by the incumbent generation, which is influenced by the role taken in the company and the historical moment. The favourite negotiator's prototype of the incumbent generations is the emotional one. The study, although exploratory, investigates a topic that is under researched both in terms of family business literature and conflict management literature. Moreover, the study offers an interesting and important bridge of the two bodies of literature, which could benefit from cross-fertilisation.