Leigh Anne Liu

Quality of Communication Experience: Definition, Measurement, and Implications for Intercultural Negotiations

In an increasingly globalized workplace, the ability to communicate effectively across cultures is critical. We propose that the quality of communication experienced by individuals plays a significant role in the outcomes of intercultural interactions, such as cross-border negotiations. In 4 studies, we developed and validated a multidimensional conceptualization of quality of communication experience (QCE) and examined its consequences in intracultural versus intercultural business negotiations. We proposed and found 3 dimensions of QCE-namely, Clarity, Responsiveness, and Comfort. Findings from intercultural and same-cultural negotiations supported the hypotheses that QCE is lower in intercultural negotiation than in intracultural negotiation and that a higher degree of QCE leads to better negotiation outcomes. Moreover, we found evidence that the beneficial effects of higher QCE on negotiation outcomes are more pronounced in intercultural than in intracultural negotiations. We propose an agenda for future research and identify implications for practice.

The Dynamics of Consensus Building in Intracultural and Intercultural Negotiations

This research examines the dynamics of consensus building in intracultural and intercultural negotiations achieved through the convergence of mental models between negotiators. Working from a dynamic constructivist view, according to which the effects of culture are socially and contextually contingent, we theorize and show in two studies of U.S. and Chinese negotiators that while consensus might be generally easier to achieve in intracultural negotiation settings than intercultural settings, the effects of culture depend on the epistemic and social motives of the parties. As hypothesized, we find that movement toward consensus (in the form of mental model convergence) is more likely among intracultural than intercultural negotiating dyads and that negotiators’ epistemic and social motives moderated these effects: need for closure inhibited consensus more for intercultural than intracultural dyads, while concern for face fostered consensus more for intercultural than intracultural dyads. Our theory and findings suggest that consensus building is not necessarily more challenging in cross-cultural negotiations but depends on the epistemic and social motivations of the individuals negotiating.

Values and Upward Influence Strategies in Transition: Evidence From the Czech Republic

The authors examine the impact of rapid socioeconomic and political transition on generational differences in values and behavioral preferences via a survey of 416 Czech managers, professionals, and business students. As predicted, the pre-transition generation favored individually beneficial upward influence strategies and values oriented toward conservation and self-enhancement; the post-transition generation favored organizationally beneficial upward influence strategies and values oriented toward openness to change and self-transcendence. Generational preferences for certain upward influence strategies are mediated by underlying differences in value orientations, which reflect historically idiosyncratic institutional conditions. These findings extend and integrate work on values and influence behaviors in the relatively unexplored context of transitional economies and have implications for those who wish to appreciate better how diverse value frameworks can be understood and managed in the context of global business.

Using Mental Models to Study Cross-Cultural Interactions

The preceding quote illustrates the dynamic complexities of cultural development and convergence through individual experience and cognition. Cross-cultural interactions, including face-to-face and electronic communication, negotiation, conflict management, and teamwork, are critical components of today’s global marketplace. In this chapter, from the lens of viewing culture as mental models and shared mental models, we advocate the need for using these cognitive networks to study and participate in intra- and intercultural interactions. We propose individual and shared mental models as a framework for evaluating cultural differences and navigating cross-cultural business interactions.

The Confluence of Cultural Richness & Global Identity in Intracultural & Intercultural Negotiations

We explore how and when multicultural experience influences negotiation outcomes. From four studies, we found support for our theoretical predictions that negotiatorsi¯ Global and Local identity ty...

Understanding intercultural dynamics: Insights from competition and cooperation in complex contexts

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 suggest three overarching themes to expand the field of research on intercultural dynamics. Design/methodology/approach The authors use an integrative literature review to articulate the importance of intercultural dynamics, provide an introduction to the new contributions in this special issue, and propose new directions for future research. Findings Intercultural dynamics research has the potential to expand in three overarching areas: constructive controversy, collaborative communication, and global competency and identity at multiple levels. Research limitations/implications Intercultural dynamics is still a nascent field emerging from cross-cultural and strategic management. The authors hope the review lays the groundwork for more studies on intercultural dynamics at the interpersonal, team, organizational, and mixed levels of analysis in both theory building and empirical works. Practical implications Understanding intercultural dynamics in competition and cooperation can help individuals and managers in multinationals and born global organizations navigate cultural complexity and foster cooperation. Social implications The authors hope the ideas on intercultural dynamics can facilitate collaboration and reduce conflict in intercultural encounters at the individual, organization, and societal levels. Originality/value This paper offers an overview on the state of the field and lays groundwork for more systematic inquiries on intercultural dynamics in competition and cooperation.

Chapter 3 Building Multiculturally Shared Mental Models (MSMM) in Multiparty Negotiations: A Three-Stage Process Model

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 of a multiparty and multicultural context at each stage. Implications – The challenges of multiparty negotiation (e.g., increased information load, managing coalitions, etc.) are exacerbated in a multicultural context because negotiators each bring unique approaches and expectations that are grounded in their national cultural values and norms. Our model addresses these complexities and illustrates moderators that can facilitate or hinder the development of a shared understanding in multicultural multiparty negotiation. Originality – Multicultural multiparty negotiations are common in international business mergers, international peace keeping efforts, and international political, economic, and environmental treaties. This chapter is the first to consider the process of shared cognition in the context of multicultural multiparty negotiations.

TMT Strategic Cohesion in the Paradox of Competition and Cooperation: A Moderated Mediation Model

We examine the role of strategic cohesion of a firm’s top management team (TMT) in competitive dynamics and firm performance. TMT strategic cohesion encompasses cognitive, social, and behavioral in...

How National Cultures Influence National Rate of Innovation

The ability of a country to develop, adapt and exploit its innovative potential is essential for its long run economic performance in today’s global economy (Krammer, 2009). It has been believed that culture either fosters or inhibits innovation. Certain cultural profiles have a greater propensity to support varied innovatory activities (Jones & Davis, 2000). However, there is limited knowledge about how culture influences national rate of innovation. The objective of this study is to address the research question: How does national culture influence national rate of innovation in the long run? Building from the previous study, we aim to update the relationship between national culture and national rate of innovation with current data and contemporary measurements. We will focus on the most important economic factor of national rate of innovation –research and development (R&D) investment to evaluate how national culture impacts the effect of R&D investment on innovation over the time. To our knowledge, this study is not only the first to employ the four major contemporary cultural value dimensions of Hofstede (1980), Schwartz (1994), GLOBE (2004) and Gelfand (2011) to study national rate of innovation, but also to utilize the longitudinal data from 1995-2010 in order to understand how culture impacts innovation outcome over the time. The contribution of this study is three-fold. First, we will examine how cultures influence the effectiveness of R&D investment and impact national rate of innovation in the long run. Second, by applying all contemporary cultural value dimensions to explain national rate of innovation, we may then evaluate the reliability and congruence of various culture value dimensions. Third, as we find that culture moderates the effect of economic factor on innovation, we provide a dynamic perspective to consider innovation in the complex social and cultural contexts. This study will demonstrate how culture-level values can be broadly utilized to lead future international business and cross-culture studies, providing further theoretical and managerial applications.