Influence of culture on negotiation styles of Asian managers: An empirical study of major cultural/ethnic groups in Singapore

Abstract

Abstract This article reports findings from a cross‐cultural study that systematically examined the relationship between negotiation styles and cultures of Asian managers. In contrast to most of the prior studies, this study examined negotiation styles of managers working in a multicultural, multiethnic environment within a national entity. A validated instrument to measure negotiation styles was used on a group of 600 managers, and they represented the major cultural/ethnic groups in Singapore: Chinese, Malays, and Indians. Descriptive, univariate, and multivariate analyses were used to identify the negotiation styles used by each cultural group and to capture the intercultural dimensions of the relationship. Empirical findings show that culture/ethnicity significantly influences the negotiation styles of Asian managers from the major cultural groups. Interesting differences were found among the Chinese, Indian, and Malay managers in their use of negotiation styles. Implications for research and practice are also discussed. © 2002 Wiley Periodicals, Inc.