Effects of warm-heartedness and reward distribution on negotiation
Document Type
Journal article
Source Publication
Group Decision and Negotiation
Publication Date
1-1-2008
Volume
17
Issue
1
First Page
79
Last Page
96
Keywords
Negotiation cross-cultural, Reward distribution, Warm-heartedness
Abstract
Research is needed to identify the conditions and dynamics by which foreign managers and local employees can negotiate their differences integratively. In an experiment with 120 participants in South China, employees with foreign managers who communicated warm-heartedness, compared to indifference, indicated that they had cooperative goals, a quality relationship, were confident in future collaboration, and concluded that their manager was an effective leader. Employees with foreign managers who structured mutual rather than independent or comparative rewards found their manager's ideas reasonable and integrated them into their decisions. Results, especially if they can be replicated in field settings, suggest how foreign managers can negotiate effectively and develop their relationships with Chinese employees.
DOI
10.1007/s10726-007-9088-4
Print ISSN
09262644
E-ISSN
15729907
Publisher Statement
Copyright © Springer Science+Business Media B.V. 2007
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Chen, N. Y., Tjosvold, D., & Wu, P. (2008). Effects of warm-heartedness and reward distribution on negotiation. Group Decision and Negotiation, 17(1), 79-96. doi: 10.1007/s10726-007-9088-4