Paying a Price: Culture, Trust, and Negotiation Consequences

Gunia, B C and Brett, J M and Nandkeolyar, A K and Kamdar, D (2011) Paying a Price: Culture, Trust, and Negotiation Consequences. Journal of Applied Psychology, 96 (4). pp. 774-789.

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Abstract

Three studies contrasting Indian and American negotiators tested hypotheses derived from theory proposing why there are cultural differences in trust and how cultural differences in trust influence negotiation strategy. Study 1 (a survey) documented that Indian negotiators trust their counterparts less than American negotiators. Study 2 (a negotiation simulation) linked American and Indian negotiators' self-reported trust and strategy to their insight and joint gains. Study 3 replicated and extended Study 2 using independently coded negotiation strategy data, allowing for stronger causal inference. Overall, the strategy associated with Indian negotiators' reluctance to extend interpersonal (as opposed to institutional) trust produced relatively poor outcomes. Our data support an expanded theoretical model of negotiation, linking culture to trust, strategies, and outcomes. © 2010 American Psychological Association.

ISB Creators:
ISB CreatorsORCiD
Nandkeolyar, A KUNSPECIFIED
Kamdar, DUNSPECIFIED
Item Type: Article
Additional Information: Article must include the following statement: 'This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.'
Subjects: Organization Behavior
Depositing User: LRC ISB
Date Deposited: 13 Apr 2015 07:10
Last Modified: 13 Apr 2015 07:10
URI: http://eprints.exchange.isb.edu/id/eprint/372
Publisher URL: http://dx.doi.org/10.1037/a0021986
Publisher OA policy: http://www.sherpa.ac.uk/romeo/issn/0021-9010/
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