Dignity, face, and honor cultures: A study of negotiation strategy and outcomes in three cultures
Aslani, Soroush Brett, Jeanne M. Yao, Jingjing Semnani-Azad, Zhaleh Zhang, Zhi-Xue Tinsley, Catherine Weingart, Laurie Adair, Wendi
Aslani, Soroush
Brett, Jeanne M.
Yao, Jingjing
Semnani-Azad, Zhaleh
Zhang, Zhi-Xue
Tinsley, Catherine
Weingart, Laurie
Adair, Wendi
Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2016
Journal
Journal of Organizational Behavior
Book
Publication Volume
37
Publication Issue
8
Publication Begin page
1178
Publication End page
1201
Publication Number of pages
Collections
Abstract
This study compares negotiation strategy and outcomes in countries illustrating dignity, face, and honor cultures. Hypotheses predict cultural differences in negotiators' aspirations, use of strategy, and outcomes based on the implications of differences in self-worth and social structures in dignity, face, and honor cultures. Data were from a face-to-face negotiation simulation; participants were intra-cultural samples from the USA (dignity), China (face), and Qatar (honor). The empirical results provide strong evidence for the predictions concerning the reliance on more competitive negotiation strategies in honor and face cultures relative to dignity cultures in this context of negotiating a new business relationship. The study makes two important theoretical contributions. First, it proposes how and why people in a previously understudied part of the world, that is, the Middle East, use negotiation strategy. Second, it addresses a conundrum in the East Asian literature on negotiation: the theory and research that emphasize the norms of harmony and cooperation in social interaction versus empirical evidence that negotiations in East Asia are highly competitive.
Research Projects
Organizational Units
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Keywords
Negotiation Strategy, Culture, Dignity, Face, Honor