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Skills and Expertise
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August 2006 - present
July 2000 - July 2006
Publications
Publications (88)
In recent years, Large Language Models (LLM) have demonstrated impressive capabilities in the field of natural language processing (NLP). This paper explores the application of LLMs in negotiation transcript analysis by the Vanderbilt AI Negotiation Lab. Starting in September 2022, we applied multiple strategies using LLMs from zero shot learning t...
This chapter reviews the recommendations within this book for creating culturally inclusive communication climates. Focusing on the Interactive Model of Contextualized Communication, all of our propositions ultimately speak to the center of the model, maximizing the zone of overlap wherein communicators’ culturally normative communication styles ar...
Literature on cross-cultural negotiation and conflict management has largely examined how cultural values and verbal communication norms create challenges for negotiators and conflict managers. We bring a more holistic consideration of communication into the conversation and explore implications of message, relationship, time, and space domains of...
In this introduction to the volume “What isn’t being said: Culture and communication at work,” we provide an overview of how culture and communication are inextricably linked, focusing on nonverbal cues in the communication context. We provide an outline and overview of the chapters in the book covering an ecological model of culture and communicat...
Voice, gossip, and feedback are workplace communication interactions that unfold differently depending on employees’ national culture backgrounds and communication styles. Low/high context communication norms impact the process of voice, silence, gossip, and feedback behavior in different parts of the world. We explore how voice, gossip, and feedba...
In cross-cultural encounters, employees may adjust their culturally normative communication style to reduce anxiety, to fit in, and to be understood. We discuss theoretical perspectives on cross-cultural communication adaptation and highlight social, cognitive, emotional, motivational, behavioral, and identity factors that influence how and why int...
The use of virtual interactions, characterized by geographic dispersion, electronic dependence, dynamic structural arrangements, and national diversity, has exploded in recent years. Communication media vary in the amount of information they are able to transmit, the depth of detail articulated and the richness of messages conveyed to facilitate cl...
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Communication plays a central role in social influence in human interactions: what is communicated and how it is communicated would determine the breadth and depth of leadership effectiveness. This chapter reviews the literature on how cultural...
In this chapter we conceptualize culture as an adaptive system to understand the role culture plays in determining the distinct communication styles among individuals within and across diverse populations. We provide a model to deepen our understanding of communication and context dependence in the domains of message, relationship, time, and space,...
Effective communication in global teams requires translating meaning across message, relationship, time, and space contexts characterized by members’ distinct, culturally normative communication styles. A review of existing literature reveals that to date, the recommendations for facilitators of effective global team communication are decidedly low...
Cultural norms for workplace communication suggest different forms of expression for meanings, prevalence, and functions of ostracism, abusive supervision, bullying, and microaggression, often labeled as workplace incivility. This chapter explores how the four domains of communication context may influence the understanding of uncivil behaviors and...
Long form scale development for communication context dependence. Short form has been published as:
Adair, W.L., Buchan, N., Chen, X.P. & Liu, D. (2016). A model of communication context and
measure of context dependence. Academy of Management Discoveries, 2(2): 198-217.
Trust serves as the foundation for social harmony and prosperity, but it is not always easy to build. When people see other groups as different, e.g., members of a different race or ethnicity, the perceived boundary often obstructs people from extending trust. This may result in interracial conflicts. The current research argues that individual dif...
This paper elaborates a research agenda on cultural norms in communication, negotiation, and conflict management. Our agenda is organized around five questions on negotiation and conflict management, for example: How do culture and norms relate to an individual's propensity to negotiate? Or How do tightness‐looseness norms explain negotiators’ reac...
This retrospective offers an empirical analysis of NCMR author demographics, scholarly content, and article impact over the journal's first decade. Results highlight the journal's broad content and scope including distinct networks of knowledge communities focused on both conflict and negotiation and their subfields. Authors interpret existing netw...
This research examines the previously unstudied role of cultural attachment in international negotiations. Specifically focusing on the fearful attachment style, this article reveals the intricate interaction of cultural attachment, risk perception, and risk regulation on negotiators' ability to claim value in international negotiation. Supporting...
The current study examines cultural value mediators of the relationship between culture and the relative weight placed on novelty versus usefulness when conceptualizing creativity. With a sample of Chinese and Caucasian Canadian undergraduate students, we found that uncertainty avoidance, but not power distance or individualism/collectivism, mediat...
Purpose
The purpose of this paper is to provide an overview on the state of the field in intercultural dynamics on competition and cooperation at the individual, team, and organizational levels. The authors integrate previous studies from multiple disciplines to articulate the contextual importance of intercultural dynamics. The authors also sugge...
This entry reviews research on intercultural communication in international negotiations through the perspectives of the individual negotiator, the interactions between and among negotiators, and the phenomenology of culture in the time frames of past, present, and future. Past research has focused on individuals' values and norms, negotiator style...
This article introduces the concept of cultural mosaic beliefs (CMBs) as a component of effective multicultural work groups. Building on theories of group diversity and self-verification, and responding to calls to understand moderators that explain the impact of group diversity on performance outcomes, we conceptualize CMBs as a psychological clim...
Trust serves as the foundation for social harmony and prosperity, but it is not always easy to build. When people see other groups as different, e.g., members of a different race or ethnicity, the perceived boundary often obstructs people from extending trust. This may result in interracial conflicts. The current research argues that individual dif...
Trust serves as the foundation for social harmony and prosperity, but it is not always easy to build. When people see other groups as different, e.g., members of a different race or ethnicity, the perceived boundary often obstructs people from extending trust. This may result in interracial conflicts. The current research argues that individual dif...
Group faultline literature suggests that subgroups impede group functioning. We propose that team conflict may buffer the detrimental effects of faultlines on group performance. We draw on social categorization and group process theories suggesting that the negative effects of fault-lines are due to increased competition and decreased communication...
“… the greatest thing by far is to be a master of metaphor by Aristotle, as cited in Leary (1995: 268)
Metaphorical language, often in the form of relational metaphors describing organizational relationships, is pervasively used especially in the context of international joint ventures (IJVs). For example, a manager states his joint venture is “a m...
In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas of Jeanne's research: (a) getting disputes resolved (Debra Shapiro); (b) negotiating globally (Wendi Adair); (c)...
This study compares negotiation strategy and outcomes in countries illustrating dignity, face, and honor cultures. Hypotheses predict cultural differences in negotiators' aspirations, use of strategy, and outcomes based on the implications of differences in self-worth and social structures in dignity, face, and honor cultures. Data were from a face...
In this research we conceptualize the construct of communication context as the multiplicity of nonverbal, relational, spatial, and temporal cues that can be drawn upon to convey and understand meaning. We hypothesize and demonstrate a valid four-component measure of context dependence as well as individual variation in context dependence associate...
We propose that metaphorical descriptions of newly formed international joint ventures (IJVs) contain important, diagnostic information regarding the way these cross-border alliances are managed and perform. In three studies, we examine how relational metaphors reflect semantic fit, or the IJV partners’ cognitive match of managerial schemas and the...
An essential challenge of resolving conflict is to manage relationships. We introduce relational conflict resolution (RCR), define its conceptual dimensions, and provide a theory of its boundary conditions under ambiguity. Using a grounded inductive cross-cultural approach, with both qualitative and quantitative data in three studies conducted in t...
Along with recent research uncovering distinctly Asian approaches to
conflict management, we examine the experience and effect of relationship
conflict on team identity in culturally homogeneous North American
versus East Asian teams. In a longitudinal field experiment with
student teams, we found that East Asian teams, compared to North
American t...
The perception and regulation of risk have been much examined in negotiation theory but underexplored in the culture and negotiation literature, despite their important economic consequences for those negotiating globally. This research shifts the culture and negotiation literature to a new direction: We examine individual (fearful attachment) and...
The current study responds to recent calls by researchers to study the relational element in negotiations by examining how East Asian and North American negotiators convey relational cues using vocal paralanguage. Drawing upon the Involvement-Affective Model of relational messages, we posit vocal cues in negotiation connoting level of involvement (...
These studies integrate research on social influence and negotiation to predict the effectiveness of influence strategies in the East and the West. Building on prior research documenting cultural differences in preferences for interests, rights, or power arguments (Tinsley 1998, 2001), we propose that framing such arguments as logical versus normat...
The faultline literature has not been consistent about whether group faultlines are positively or negatively associated with group conflict. To address this inconsistency, we present a conflict expectation model of demographic faultlines and propose that demographic faultlines give rise to conflict expectations, which set faultline groups to deal m...
Multicultural teams are defined as groups of three or more people with distinct cultural identities (Earley & Gibson, 2002). The last two decades of the 20th century saw enormous growth in immigration, international trade, and workforce mobility, transforming many formerly homogeneous towns and cities into diverse, multicultural societies. In many...
This Handbook combines a review of negotiation research with state-of-the-art commentary on the future of negotiation theory and research. Leading international scholars give insight into both the factors known to shape negotiation and the questions that we need to answer as we strive to deepen our understanding of the negotiation process. This Han...
This study examines how the cultural heterogeneity of work teams moderates the way in which team cultural intelligence (CQ) affects the development of team shared values. Utilizing the four-factor model of CQ, we predict how each facet of CQ will impact the development of shared values in relatively early stages of team development differently for...
As the world gets increasingly networked, business and political negotiations take place between people of different cultures. Cross-cultural negotiations have been mainly studied empirically and there is a dearth of computational models of negotiation that incorporate the culture of the negotiators. In this chapter, we take the first steps towards...
Common wisdom suggests that cultural differences can lead to breakdown and failure in international negotiations. Although we agree that culture influences negotiations and complicates the international negotiation process, we believe that the way cultural differences may lead to negotiation difficulties is more complex than previously assumed. Our...
Prior literature on conflict in teams has generally established that team heterogeneity (vs. homogeneity) influences the extent to which conflict occurs in teams. However, to date literature has not examined different types of culturally homogeneous teams’ experience of team conflict and its effect on team identity. In two field studies, we look at...
Previous research has documented the prevalent effects of message order on message persuasiveness. Based on theories of information elaboration, personal relevance has been found as one moderator of primacy versus recency effects. The present study considers additionally the role of culture as a moderator. Because internalized cultural values and n...
Intergroup research has focused primarily, if not solely, on how an intergroup comparative context primes social categorization. The current research examines how individual differences, in terms of distinct forms of social self (the relational versus collective self), differentially drive social categorization and zero-sum resource allocation acro...
Stereotypes are cognitive schemas that influence our perception, beliefs and behavior toward members of a social group [12]. While culture is a salient social group characteristic and an important contextual cue for schema activation [27], there is limited research on cultural stereotypes and perception change in international negotiations. Thus, w...
Enabling computational agents to efficiently aid or automate negotiations with humans requires a recognition and understanding of differences in negotiation behavior. One important dimension of these differences is based on the cultures of the negotiators. In this work, we investigate two tasks needed to enable culturally-sensitive computational ne...
Early work on cross-cultural negotiation has focused on East-West differences. In the current
study we investigate the negotiation scripts employed by Middle Eastern negotiators, more
specifically Iranian negotiators, in an intracultural interaction, compared to North American
negotiators. We examine how the Iranian worldviews, beliefs, norms, and...
This study introduces the concept of strategic sequences to police interviews and concentrates on the impact of active listening behavior and rational arguments. To test the authors’ central assumption that the effectiveness of strategic sequences is dependent on cultural fit (i.e., the match with the cultural background of suspects), young people...
The current study examines possible miscommunications in cross-cultural negotiation, from a nonverbal communication perspective. We examined cultural variation in nonverbal cues connoting four negotiation styles, associated with the cooperative/competitive dichotomy (Pruitt & Carnevale, 1993; Raiffa, 1982). Canadian and Chinese negotiators were pri...
This study introduces the construct cultural perspective taking in negotiation, the active consideration of the other party’s
culturally-normative negotiation behaviors prior to negotiation, and compares the effect of cultural perspective taking (CPT)
versus alternative-focused perspective taking (PT) in cross-cultural negotiations. 160 undergradua...
Communication is essential to negotiation. However, communication is made exponentially more complex when negotiating across cultures. This is because much of what we call culture is unstated and implicit. In this chapter we provide a Communication and Social Interaction Style (CSIS) framework to examine how individuals from different cultures atte...
The current study extends prior negotiation research on culture and verbal behavior by investigating the display of nonverbal behaviors associated with dominance by male and female Canadian and Chinese negotiators. We draw from existing literature on culture, gender, communication, and display rules to predict both culture and gender variation in n...
Purpose – In this chapter, we propose a process model of emergent multiculturally shared mental models (MSMM) in multiparty negotiation.
Methodology – Building on existing models of collective cognition, we incorporate our research on culture, negotiation, and shared mental models to propose a three-stage model that addresses the unique challenges...
The endowment effect--the tendency for owners (potential sellers) to value objects more than potential buyers do--is among the most widely studied judgment and decision-making phenomena. However, the current research is the first to explore whether the effect varies across cultures. Given previously demonstrated cultural differences in self-constru...
Prior research has demonstrated that intercultural negotiations tend to be significantly less successful than intracultural negotiations (Adair, Okumura, & Brett, 2001; Gulbro & Herbig, 1996). The poor negotiating outcomes of international negotiations have been attributed to cultural differences in communication styles and cognitive schemas (Adair...
In the last decade faultline theory (Lau & Murnighan, 1998), which suggests that negative effects of diversity on group functioning will be observed when a team splits into subgroups, has garnered diversity researchers’ attention. This study builds on and extends previous faultline research by (a) examining how group conflict moderates the relation...
The term “cultural mosaic” reflects Canadian social ideology regarding multiculturalism. Unlike a “melting pot” that emphasizes blending and abandonment of cultural heritage, a cultural mosaic describes a society in which cultural groups live and work together maintaining their unique heritages while being included in the larger fabric of society....
The endowment effect--the tendency for owners (potential sellers) to value objects more than potential buyers do--is among the most widely studied judgment and decision-making phenomena. However, the current research is the first to explore whether the effect varies across cultures. Given previously demonstrated cultural differences in self-constru...
Decades of management and marketing researchers are grateful to Geert Hofstede for
bringing an empirical approach to studying culture in the workplace. Since Hofstede’s (1980)
original publication of the cultural values of IBM employees in 40 nations, hundreds of
researchers have used the Hofstedean framework to understand culture’s influence on...
Consistent with a dynamic constructivist approach to culture, we propose the negotiation context activates a different set of needs for U.S. and Japanese negotiators. While both U.S. and Japanese negotiators have needs to be logical and to uphold social norms, we propose that the effectiveness of influence strategies will be explained more by a nee...
We investigate the intercultural negotiation schemas of 100 experienced Japanese and U.S. negotiators. Specifically, we examine the assumptions negotiators make about appropriate behavior when primed to negotiate with an intercultural (vs. intracultural) counterpart. We find that intercultural negotiation schemas clash on six of nine elements, mean...
Decades of management and marketing researchers are grateful to Geert Hofstede for bringing an empirical approach to studying culture in the workplace. Since Hofstede’s (1980) original publication of the cultural values of IBM employees in 40 nations, hundreds of researchers have used the Hofstedean framework to understand culture’s influence on ma...
This article discusses content and methods for bringing recent empirical findings on culture and the negotiation dance into the classroom. Topics include differences between the low and high context negotiation dance, offers as information, avoiding first offer anchors, and negotiation stages. Methods are discussed for teaching these topics using a...
The authors examined the function of offers in U.S. and Japanese integrative negotiations. They proposed that early 1st offers begin information sharing and generate joint gains in Japan but have an anchoring effect that hinders joint gains in the United States. The data from the negotiation transcripts of 20 U.S. and 20 Japanese dyads supported 2...
The focus a negotiator adopts during planning affects both individual and joint outcomes. An experiment confirms that (a) individual outcomes are affected more by a planning focus on self versus other and, (b) joint outcomes depend more on a planning focus on distributive versus integrative tactics. Both effects are qualified by the opposing negoti...
Theory on culture and influence in negotiation predicts cultural differences along the lines of informational versus relational persuasion. We review empirical findings that do not offer consistent support for the existing theory. We then uncover a refined four-factor model of persuasion in cross-cultural negotiations. We find that U.S. negotiators...
We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the t...
We propose a normative model of transactional negotiation in which cooperative and competitive behaviors wax and wane across four stages: relational positioning, identifying the problem, generating solutions, and reaching agreement. Based on a classic proposition of communicative flexibility in high-context cultures, we propose culture-specific dya...
In this article the authors investigate the relationship between culture and joint gains by examining the role of information sharing and power strategies in intracultural negotiations. Previously, the authors found that the relationship between cultural values or norms and joint gains was uncertain in six cultures: France, Russia, Japan, Hong Kong...
Negotiation is a communication process by which two or more interdependent parties resolve some matter over which they are in conflict. Negotiators' strategies and goals are revealed in the content and form of their communication. Communication, the process by which people exchange information through a common system of signs, symbols, and behavior...
This study uses Hall's (1976) theory of low/high context culture with theories of interpersonal adaptation (Gudykunst, 1985; Patterson, 1983) to test communication preferences, flexibility, and effectiveness in same- and mixed-culture negotiation. Ninety-three same-culture low context (Israel, Germany, Sweden, and U.S.), 101 same-culture high conte...
In this chapter we explore potential link between theory and research on negotiation with the concept of dynamic organizations. The drive to constantly reinvent their organizations and reshape their markets requires members of dynamic organizations to innovate, collaborate, redeploy, and take initiative. Coincidentally, these are the kinds of activ...
This study compared the negotiation behaviors of Japanese and U.S. managers in intra- and intercultural settings. Transcripts from an integrative bargaining task were coded and analyzed with logistic and linear regression. U.S. negotiators exchanged information directly and avoided influence when negotiating intra- and interculturally. Japanese neg...
What effect does culture have on the achievement of joint gains in negotiation? Prior research has identified a number of strategies, for example sharing information about preferences and priorities, eschewing power, that lead to the development of joint gains when both negotiators are from the U.S. Are these same strategies used in other cultures?...
