The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain

J.M. Ulijn, J.Y.F. Wynstra, A. Lincke

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

Abstract

Different business settings may induce different types of negotiation behavior. More specifically, clearly defined problems in an operations management (OM) setting may lead to different negotiation behavior than more diffuse innovation management (IM) problems. In addition, negotiators from different national cultures may react differently to such variations in business settings. This article addresses these issues through a set of experiments. The specific goal of our study is to understand whether there is a difference between German and Dutch negotiators regarding their negotiation behavior in IM and OM settings. To analyze possible cross-cultural differences, negotiations that took place in a German monocultural setting and those which occurred in a Dutch monocultural setting are compared. Two hypotheses were tested: • German negotiators are more cooperative in the OM context than in the IM context. • Dutch negotiators are more cooperative in the IM context than in the OM context. Both hypotheses were confirmed by using speech act analysis and personal pronoun analysis in a 2 × 2 experimental design. Dutch negotiators had difficulties adopting a cooperative attitude and building empathy in an OM context, whereas German negotiators encountered these problems in the IM setting. Keywords: innovation management, operations management, culture, negotiation strategy, personal pronoun usage, speech act analysis.
Original languageEnglish
Title of host publicationInternational Negotiations: Perspectives and Challenges
EditorsS. Reddy
Place of PublicationHyderabad, India
PublisherICFAI University Press
Pages146-183
Publication statusPublished - 2005

Publication series

NameHuman Resource Management Series

Fingerprint

Negotiation strategy
Supply chain
Operations management
Innovation management
Negotiation behaviour
Speech acts
Key words
Empathy
Experimental design
Management culture
Cross-cultural differences
National cultures
Experiment

Cite this

Ulijn, J. M., Wynstra, J. Y. F., & Lincke, A. (2005). The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain. In S. Reddy (Ed.), International Negotiations: Perspectives and Challenges (pp. 146-183). (Human Resource Management Series). Hyderabad, India: ICFAI University Press.
Ulijn, J.M. ; Wynstra, J.Y.F. ; Lincke, A. / The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain. International Negotiations: Perspectives and Challenges. editor / S. Reddy. Hyderabad, India : ICFAI University Press, 2005. pp. 146-183 (Human Resource Management Series).
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Ulijn, JM, Wynstra, JYF & Lincke, A 2005, The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain. in S Reddy (ed.), International Negotiations: Perspectives and Challenges. Human Resource Management Series, ICFAI University Press, Hyderabad, India, pp. 146-183.

The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain. / Ulijn, J.M.; Wynstra, J.Y.F.; Lincke, A.

International Negotiations: Perspectives and Challenges. ed. / S. Reddy. Hyderabad, India : ICFAI University Press, 2005. p. 146-183 (Human Resource Management Series).

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

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Ulijn JM, Wynstra JYF, Lincke A. The effect of Dutch and German cultures on negotiation strategy : comparing operations and innovation management in the supply chain. In Reddy S, editor, International Negotiations: Perspectives and Challenges. Hyderabad, India: ICFAI University Press. 2005. p. 146-183. (Human Resource Management Series).