Cultural Variation in Response to Strategic Display of Emotions During Negotiations

This research employed two studies to examine how cultural values and norms influence the effectiveness of the strategic displays of emotions during negotiations. In cross-cultural settings, we evaluated whether the strategic display of emotion impacted the outcomes of negotiations. The display of positive emotion is consistent with the manner in which many Asian negotiators communicate respect through humility and deference. The major hypothesis is whether Asian negotiators who highly regard cultural values such as tradition and conformity would be more likely to accept an offer from an opposing party who displayed positive as opposed to negative emotion. Study 1 using Asian MBA students confirmed this hypothesis. Study 2 replicated this finding with a sample of Hong Kong executive managers and also found they were less likely to accept an offer from a negotiator displaying negative emotion than Israeli executive managers who did not hold humility and deference in such high regard. Outcome implications for strategic display of emotions in cross-cultural negotiations are discussed.http://deepblue.lib.umich.edu/bitstream/2027.42/49354/1/1064-Kopelman.pd

The Herdsman and the Sheep, Mouton, or Kivsa? The Influence of Group Culture on Cooperation in Social Dilemmas

This chapter suggests that it is important to incorporate the concept of culture into both the theoretical frameworks and the empirical research on cooperation in social dilemmas. It proposes a broader interpretation of the appropriateness framework (March, 1994) in decision making in social dilemmas (Messick, 1999; Weber, Kopelman, and Messick, 2004) that includes group culture. It does not diminish the contribution of the appropriateness framework that teases apart the identity from recognition of the situation and the relevant rules, but rather offers a model that also encompasses group culture as a distinct fourth construct. Thus, when faced with the choice to cooperate or defect, rather than being guided strictly by rational choice or expected utility models, a decision-maker may be best guided by the question: “what does a person like me do in a situation like this given this group culture?”http://deepblue.lib.umich.edu/bitstream/2027.42/49422/1/1066-Kopelman.pd

Tit for Tat and Beyond: The Legendary Work of Anatol Rapoport

This article pays tribute to Anatol Rapoport. Rapoport’s contributions spanned scientific disciplines and included the application of mathematical models to biology and the social sciences, alongside metatheoretical work bridging semantics, ethics, and philosophy. Known for formulating the “Tit for Tat” strategy, his approach to game theory reflected a nuanced understanding of knowledge, wisdom, and ethics; the differences, for example, between modeling behavior—what works as an algorithm in a structured game—and solving complex human social interactions. While developing a science of human conflict, Rapoport focused on simple ideas to promote cooperation; his ultimate goal was to foster world peace. A career overview alongside testimonials by scholars and family provide a glimpse of Anatol Rapoport, the scientist and the person. The legacy and thinking of Anatol Rapoport continue to resonate and reverberate today whenever we conduct rigorous scholarship toward transforming conflict into peaceful harmony, whether among people or nations.Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/153763/1/ncmr12172.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/153763/2/ncmr12172_am.pd

Logics and Logistics for Future Research: Appropriately Interpreting the Emotional Landscape of Multicultural Negotiation

To invigorate future teaching and research, this article discusses theoretical approaches and empirical opportunities to better understand emotional dynamics in negotiation settings across cultural contexts. We adopt a culturally informed logic of appropriateness (Kopelman, ) to shed light on emerging and underexplored topics in this domain. The goal of this article is to inspire scholars worldwide to engage in rigorous empirical investigations of the antecedents, consequences, mechanisms, boundary conditions, and evidence‐based strategies in the combined domain of negotiation, culture, and emotion through research, teaching, and practice.Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/149334/1/ncmr12152_am.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/149334/2/ncmr12152.pd

The Power of Presence: Strategic Response to Displayed Emotions in Negotiations

This chapter extends research on strategic display of emotions (Kopelman, Rosette, & Thompson, 2006) investigates how negotiators can optimize both relational and economic outcomes through strategic response to displayed emotions. First, we consider what information can be gained from observing the emotional display of the other party. Next we review what the negotiation literature suggests one should do when faced with a party displaying emotion. We end by depicting a research program that accounts for both the behavioral tactics a negotiator employs and the personal qualities of the negotiator. We suggest that the recommendations in the existing literature overemphasize tactics and underemphasize the person employing those tactics. We argue that the success or failure of a strategic response to displayed emotions pivots on the responding negotiator’s ability to balance strategic tactics with his or her authentic presence.http://deepblue.lib.umich.edu/bitstream/2027.42/49239/1/1061-Kopelman.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/49239/4/1061-Kopelman.pd

Conceptualizing Conflict Management and Conflict Resolution as Distinct Negotiation Processes in the Context of the Enduring Israeli–Palestinian Conflict

Negotiations in the Israeli–Palestinian conflict are historically traced and compared through an analysis of conflict resolution (CR) and conflict management (CM), defined as distinct negotiation processes. The assumption that CM is a stepping‐stone to CR is challenged: Linking the two processes has not only entrenched but exacerbated this enduring conflict. Theoretical and practical implications are discussed.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/110568/1/ncmr12046.pd

Biased Social Perceptions of Knowledge: Implications for Negotiators' Rapport and Egocentrism

This study examines how people manage uncertain competitive social interactions. To achieve positive interaction outcomes, individuals may engage in a social perception process that leads them to believe they have obtained more information about others than these others gained about them. We investigate how asymmetric knowledge perceptions contribute to important aspects of negotiation, namely rapport building among strangers and egocentric beliefs about fairness of resource distribution. In Study 1, dyads completed measures of knowledge acquisition and partner evaluation after a rapport‐building exercise. Results showed that individuals believed they gained more information about their partner than vice versa; notably, the magnitude of this knowledge bias was associated with more positive partner evaluations. Study 2 showed that the magnitude of the knowledge bias predicted lower egocentrism in a commons dilemma task. Together, these results suggest knowledge asymmetries facilitate rapport among strangers and may have important implications for cooperation in competitive negotiation settings.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/111124/1/ncmr12047.pd

Too Many Cooks Spoil the Broth: How the Tragedy of the Anticommons Emerges in Organizations

In organizations, conflict often revolves around commons resources because they are critical for influence, performance, and organizational survival. Research on property rights, territoriality, and social dilemmas suggests that to reduce such conflict, organizations should facilitate the (psychological) privatization of commons resources. We complement these three literatures by drawing from the legal, organizational, and social psychology literatures to model how psychologically privatizing organizational commons resources – to prevent a tragedy of the commons (an overuse problem) – can lead to the emergence of equivalently problematic tragedy in organizations: the tragedy of the anticommons (an underuse problem). Our model contributes to these literatures by conceptualizing a bottom-up behavioral process (in contrast to institutional allocation) of property distribution that leads to the emergence of the tragedy of the anticommons. The implications of this bottom-up behavioral process for property rights theory, territoriality theory, and the social dilemma paradigm are discussed

The Effect of Culture and Power on Cooperation in Commons Dilemmas: Implications for Global Resource Management

This study adopted a contextual framework to examine whether an interaction between group culture and economic power influences self-interest in a simulated commons dilemma. Full-time managers enrolled in executive MBA programs in Germany, Hong Kong, Israel, and the United States (U.S.) made decisions in an asymmetric commons dilemma. Relative to managers from the U.S. and Germany, Israeli managers were more likely to follow an individually rational decision-making approach, taking more resources in a high versus low economic power condition. In contrast, managers from Hong Kong in a high economic power condition followed a collectively rational approach, voluntarily taking fewer resources. Egocentrism mediated this interaction effect of group culture and economic power for the Israeli managers who were more egocentric and believed it was fair to harvest more resources in a high power condition. However, egocentrism did not mediate the interaction effect for managers from Hong Kong. The theoretical and practical implications of the findings highlight the importance of studying the proximal effect of group culture on contextual factors, such as economic power asymmetry, that influence cooperation in social dilemmas.http://deepblue.lib.umich.edu/bitstream/2027.42/50454/1/1072-Kopelman.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/50454/4/1072r_08_Kopelman.pd