Perceptions and Strategies in the Negotiation Process: A Cross Cultural Examination of U.S. and Malaysia

This article examines empirical findings of American (n=457) and Malaysian (n=347) college students regarding their perceptions and strategies utilized in the negotiation process. Several hypotheses comparing differences in cross-cultural negotiation styles, perceptions and strategies in negotiation...

Full description

Saved in:
Bibliographic Details
Published in:International negotiation (Hague, Netherlands) Netherlands), 2009-01, Vol.14 (3), p.493-517
Main Authors: Tessema, Mussie, Ready, Kathryn
Format: Article
Language:English
Subjects:
Bargaining
Collectivism
College Students
Cross cultural studies
CROSS-CULTURAL
Cross-cultural analysis
Cultural behaviour
Cultural norms
Culture
Family
GENDER DIFFERENCES
Gender differentiation
Individualism
INTERCULTURAL
Malaysia
MALAYSIAN-AMERICAN
Management research
NEGOTIATION
Negotiations
Perceptions
Risk
Risk aversion
Sex
Skills
Students
U.S.A
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:This article examines empirical findings of American (n=457) and Malaysian (n=347) college students regarding their perceptions and strategies utilized in the negotiation process. Several hypotheses comparing differences in cross-cultural negotiation styles, perceptions and strategies in negotiation are analyzed. The findings indicate that Malaysian students (from a collectivist culture) tend to have different negotiation perceptions, strategies and styles from those of their American counterparts (from an individualist culture). Specific differences are found in negotiation perceptions, risk taking, individual vs. group orientation, support of family culture, skill comfort level and gender differences. The importance of maintaining relationships with the other party during the negotiation was important in both groups, and both groups felt that they were effective negotiators. The findings extend previous research on cross-cultural negotiation styles with a discussion of specific process and strategy differences. Managerial implications of these findings and future research directions are also discussed. [PUBLICATION ABSTRACT]
ISSN:1382-340X
1571-8069
1382-340X
DOI:10.1163/138234009X12481782336221