Kellogg School of Management, Northwestern University, 2001 Sheridan Road, Evanston, IL 60208, USA.
J Appl Psychol. 2011 Jul;96(4):774-89. doi: 10.1037/a0021986.
Three studies contrasting Indian and American negotiators tested hypotheses derived from theory proposing why there are cultural differences in trust and how cultural differences in trust influence negotiation strategy. Study 1 (a survey) documented that Indian negotiators trust their counterparts less than American negotiators. Study 2 (a negotiation simulation) linked American and Indian negotiators' self-reported trust and strategy to their insight and joint gains. Study 3 replicated and extended Study 2 using independently coded negotiation strategy data, allowing for stronger causal inference. Overall, the strategy associated with Indian negotiators' reluctance to extend interpersonal (as opposed to institutional) trust produced relatively poor outcomes. Our data support an expanded theoretical model of negotiation, linking culture to trust, strategies, and outcomes.
三项对比印度和美国谈判者的研究检验了源于理论的假设，该理论提出了为什么在信任方面存在文化差异，以及文化差异如何影响谈判策略。研究 1（一项调查）记录了印度谈判者比美国谈判者更不信任他们的对手。研究 2（谈判模拟）将美国和印度谈判者的自我报告的信任和策略与其洞察力和共同收益联系起来。研究 3 使用独立编码的谈判策略数据复制和扩展了研究 2，从而可以进行更强的因果推理。总体而言，与印度谈判者不愿意扩展人际（而非机构）信任相关的策略产生了相对较差的结果。我们的数据支持了一个扩展的谈判理论模型，将文化与信任、策略和结果联系起来。
