Department of Management and Organizations, Ross School of Business, University of Michigan.
Organizational Behavior Unit, Harvard Business School, Harvard University.
J Appl Psychol. 2016 May;101(5):721-30. doi: 10.1037/apl0000065. Epub 2016 Jan 4.
This study examined whether the cultures of low- and high-power negotiators interact to influence cooperative behavior of low-power negotiators. Managers from 4 different cultural groups (Germany, Hong Kong, Israel, and the United States) negotiated face-to-face in a simulated power-asymmetric commons dilemma. Results supported an interaction effect in which cooperation of people with lower power was influenced by both their culture and the culture of the person with higher power. In particular, in a multicultural setting, low-power managers from Hong Kong, a vertical-collectivist culture emphasizing power differences and group alignment, adjusted their cooperation depending on the culture of the high-power manager with whom they interacted. This study contributes to understanding how culture shapes behavior of people with relatively low power, illustrates how a logic of appropriateness informs cooperation, and highlights the importance of studying multicultural social interactions in the context of negotiations, work teams, and global leadership. (PsycINFO Database Record
本研究考察了低权力和高权力谈判者的文化是否相互作用，从而影响低权力谈判者的合作行为。来自 4 个不同文化群体（德国、中国香港、以色列和美国）的经理在一个模拟的权力不对称公共困境中进行面对面谈判。结果支持了一种相互作用的效应，即权力较低的人的合作受到他们自己的文化和权力较高的人的文化的影响。特别是在多元文化的环境中，强调权力差异和群体一致性的垂直集体主义文化的中国香港的低权力经理会根据他们所交往的高权力经理的文化调整他们的合作。本研究有助于理解文化如何塑造相对低权力的人的行为，说明了恰当性逻辑如何影响合作，并强调了在谈判、工作团队和全球领导力背景下研究多元文化社会互动的重要性。
