Mapping societal trust and trust in negotiations

Abstract

Purpose It is important to infer and diagnose whether a negotiator is trustworthy. In international negotiations, people may assume that high-trust nations are more likely to produce more trustworthy negotiators. Does this assumption hold universally? This study aims to address this research question by investigating the relationship between national-level societal trust and individual-level trust in negotiations. Design/methodology/approach This study uses a cross-sectional research design and a sample of 910 senior managers from 58 nations or regions. The hypotheses are tested by hierarchical linear modeling. Findings This study draws on the dynamic constructivist theory of culture to propose moderated hypotheses. Results show that societal trust predicts individuals’ social perceptions of attitudinal trust in negotiations, only when cultural face norms are weak rather than strong; societal trust predicts individuals’ social perceptions of behavioral trust in negotiations (i.e. high information sharing and low competitive behavior), only when negotiators process information analytically rather than holistically. Originality/value This study is the first to examine the relationship between national-level societal trust (i.e. generalized trust) and individual-level trust in negotiations (i.e. particularistic trust). It uses a large-scale, multinational sample to show that relying on societal trust to infer trust in negotiations is valid only in Western societies.

The interaction effect of trust and contract on dispute negotiation strategy: evidence from the Chinese construction industry

“…In addition, using such relational routines in dispute negotiation will provide more flexibility and incur less transaction costs than relying on coordination provisions. The findings also echo the research stream which calls for attention on negotiation, culture and relational governance (Brett and Mitchell, 2020; Yao and Brett, 2021).…”

Asset specificity, relational governance, firm adaptability and supply chain integration

“…, 2010). This limits sharing of information and collaboration (Yao and Brett, 2021; Thomas et al. , 2015).…”

“…(2021), Ramirez-Marinz et al. (2022), Yao and Brett (2021). Items for negotiation efficiency aimed at revealing the things that the organization exhibited during negotiation with key actors that helped them to reach a concession.…”

“…They should ensure emotional regulation, self-confidence, agreeableness, understanding each other's interest, giving in and being open minded which allows them to share information (Shacham et al, 2021). Positive mindset results in sharing of information (Yao and Brett, 2021). Cost related information is shared which reduces haggling between firms during the integration process (Chen et al, 2020).…”

“…, 2021). Positive mindset results in sharing of information (Yao and Brett, 2021). Cost related information is shared which reduces haggling between firms during the integration process (Chen et al.…”