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.
| Original language | English |
|---|---|
| Pages (from-to) | 79-96 |
| Number of pages | 18 |
| Journal | Group Decision and Negotiation |
| Volume | 17 |
| Issue number | 1 |
| Early online date | 1 Jun 2007 |
| DOIs | |
| Publication status | Published - Jan 2008 |
Funding
The authors thank their research assistants from Lingnan (University) College at Sun Yat-Seng University for their able assistance in conducting this study. They also appreciate the financial support of the Research Grants Council of Hong Kong, RGC Project No: LU3404/05H to the second author.
Keywords
- Negotiation cross-cultural
- Reward distribution
- Warm-heartedness