The Role of Culture in the Negotiation Process

26 Pages Posted: 13 Jul 2006

See all articles by Marc-Antoine Vachon

Marc-Antoine Vachon

University of Quebec at Montreal (UQAM) - Department of Business Strategy

Terri R. Lituchy

Concordia University, Quebec - John Molson School of Business

Abstract

This paper proposes a framework where the role of culture is examined throughout the negotiation process. The outcomes of cross-cultural negotiation tend to be distributive. Culture is a source of this problem. To be examined, the negotiation has to be separated in three phases: antecedent, concurrent and consequent. The role of culture differs throughout this process. It is explained by the presence of different dimensions having their proper role to play at each step: the preparation, the interaction, the agreement and the outcome. Nine cultural dimensions are included in the framework. Every link included in the negotiation process is discussed. Fifteen hypotheses are proposed to measure the influence of culture throughout the negotiation process. This paper proposes a new approach of the cultural distance, a useful way to consider culture in the preparation of negotiation and a useful set of cultural dimensions to evaluate and to adjust to during the interaction. The ultimate goal is clear: to help the managers reaching distributive outcomes in cross-cultural negotiation by improving the tools to deal with a different culture.

Suggested Citation

Vachon, Marc-Antoine and Lituchy, Terri R., The Role of Culture in the Negotiation Process. IACM 2006 Meetings Paper. Available at SSRN: https://ssrn.com/abstract=916017 or http://dx.doi.org/10.2139/ssrn.916017

Marc-Antoine Vachon (Contact Author)

University of Quebec at Montreal (UQAM) - Department of Business Strategy ( email )

School of Business Administration
Montreal, Quebec H3C 4R2
Canada

Terri R. Lituchy

Concordia University, Quebec - John Molson School of Business ( email )

1455 de Maisonneuve Blvd. W.
Montreal, Quebec H3G 1M8
Canada
514-848-2924 (Phone)

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