Title

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

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