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E ast A sians’ Social Heterogeneity: Differences in Norms among C hinese, J apanese, and K orean Negotiators
Author(s) -
Lee Sujin,
Brett Jeanne,
Park Ji Hyearn
Publication year - 2012
Publication title -
negotiation journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.238
H-Index - 32
eISSN - 1571-9979
pISSN - 0748-4526
DOI - 10.1111/j.1571-9979.2012.00350.x
Subject(s) - negotiation , asian culture , social psychology , psychology , value (mathematics) , homogeneous , etiquette , sociology , political science , ethnology , social science , machine learning , computer science , law , physics , thermodynamics
E ast A sian cultures are widely held to be fairly homogeneous in that they highly value harmonious social relationships. We propose, however, that the focus (dyadic versus group) and the nature (emotional versus instrumental) of social relations vary among the C hinese, J apanese, and K orean cultures in ways that have important implications for the negotiation tactics typically employed by managers from these three cultures. Our data are from a web survey administered to three hundred eighty‐eight managers from C hina, J apan, and S outh K orea. In this article, we discuss how the differences in the focus and the nature of business relationships in C hina, J apan, and K orea are manifested in the different norms for negotiation tactics endorsed by managers from these three countries.