Team Negotiation Across Cultures: When and Where are Two Heads Better than One?

30 Pages Posted: 3 Jun 2005

See all articles by Michele Joy Gelfand

Michele Joy Gelfand

University of Maryland

Jeanne M. Brett

Northwestern University - Kellogg School of Management

Lynn Imai

University of Maryland

Hwa-Hwa Tsai

Chung Hua University - Department of Business Administration

Daphne Huang

National Taiwan University

Date Written: June 1, 2005

Abstract

Previous research on team negotiation has been confined to only U.S. contexts, and previous research on culture and negotiation has been confined to dyadic interactions. We extend this research by examining the conditions under which teams perform better than solos across two different cultural contexts, the U.S. and Taiwan. Study 1 examined team versus solo negotiations in deal-making contexts. Consistent with previous research (Thompson, Peterson, & Brodt, 1996), U.S. teams had an economic advantage over solos. U.S. teams set higher economic targets and limits, and achieved higher pareto efficiency and joint gain as compared to solos. Consistent with our predictions, however, Taiwanese teams had an economic disadvantage over solos in a deal-making context. Taiwanese teams set lower targets and limits and achieved lower pareto efficiency and joint gain as compared to solo negotiators. Study 2 extended this research by examining team versus solo negotiations in a different task context: disputing rather than dealing. As predicted, Taiwanese teams did have an economic advantage over solos in a disputing context, whereas U.S. teams did not have an economic advantage over solos in a disputing context. The results are discussed in terms of the need for more contextual models of culture and negotiation.

Keywords: Teams, culture, negotiation

Suggested Citation

Gelfand, Michele Joy and Brett, Jeanne M. and Imai, Lynn and Tsai, Hwa-Hwa and Huang, Daphne, Team Negotiation Across Cultures: When and Where are Two Heads Better than One? (June 1, 2005). IACM 18th Annual Conference. Available at SSRN: https://ssrn.com/abstract=735003 or http://dx.doi.org/10.2139/ssrn.735003

Michele Joy Gelfand (Contact Author)

University of Maryland ( email )

1142 Biology-Psychology Building
College Park, MD 0742-4411
United States
301 405 6972 (Phone)

Jeanne M. Brett

Northwestern University - Kellogg School of Management ( email )

2001 Sheridan Road
Evanston, IL 60208
United States
847-491-8075 (Phone)
847-491-8896 (Fax)

Lynn Imai

University of Maryland ( email )

College Park
College Park, MD 20742
United States

Hwa-Hwa Tsai

Chung Hua University - Department of Business Administration ( email )

Hsinchu
Taiwan

Daphne Huang

National Taiwan University

1 Sec. 4, Roosevelt Road
Taipei, 106
Taiwan

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