谈判者合作动机对谈判过程和结果的影响机制研究
|
摘要
谈判是当今社会中处理商业纠纷、解决国际争端和协调人际冲突的最常见的方式之一。谈判者的动机是影响谈判结果的重要因素，谈判中的让步策略和谈判者的跨文化背景是谈判中的关键变量。在解决冲突、争端时，人们的合作动机对解决冲突、形成双向沟通、建立良好的人际关系十分重要。同时在合作动机下，谈判双方灵活、有效使用让步这一重要的谈判策略，激发谈判者的积极情绪，使得谈判过程更加顺利，取得更优的谈判结果，并建立长期关系基础是十分必要的。因此，更好地把握谈判者的合作动机，并了解在合作动机下的谈判策略特别是让步策略的使用，对谈判者有效地解决冲突，提高谈判绩效具有现实意义。
本文以TKI冲突解决模型和双重关注理论为基础，并依据Graham的谈判理论框架，通过文献分析法对谈判者的合作动机、让步策略和跨文化谈判的理论成果进行综述。其次在综述的基础上对谈判者的合作动机、让步幅度和文化距离进行归纳，分析了合作动机、让步幅度和文化距离之间的关系，提出了研究模型和假设。再次，通过实验研究法和模拟谈判法，收集了15组中国学生间的同文化谈判、27组中国与新加坡的跨文化谈判、20组中国与澳大利亚的跨文化谈判数据，并通过谈判后的问卷调查对实验者的合作动机和满意度进行了测量。接下来，通过验证性因子分析，检验了测量工具的信度和效度。最后，应用SPSS18.0和LISREL8.70对实验结果进行数据分析，验证了谈判者合作倾向对谈判收益和谈判者满意度的影响，以及让步幅度的中介作用和文化距离的调节作用。
研究结果表明：谈判者的合作动机与谈判收益和谈判者的满意度正相关，特别是当谈判者高关注他人的同时，又高关注自己，也就是说谈判者具有较强的抗屈服能力的时候，会尽可能满足双方的愿望，从而最大化联合收益。让步是与问题解决式策略不同的冲突解决方式，让步幅度与谈判者的合作动机负相关，让步幅度在合作动机和满意度之间起完全中介作用，在合作动机和谈判收益之间起部分中介作用。本文还通过对同文化谈判组和跨文化谈判组的比较，发现文化距离在谈判者合作倾向与谈判收益和满意度之间具有调节作用，关注等级规范、关注长期、关注集体主义的文化属性能更强化合作动机对于谈判结果的作用，而关注平等、关注短期、关注个体主义的文化属性会弱化合作动机对于谈判结果的影响。
本文构建了谈判动机、让步幅度和谈判结果的实证分析模型，提出了实证研究中让步幅度的度量方法，克服了前期文献在这方面的局限性，指明了让步幅度在谈判动机和结果之间的中介作用，同时运用文化维度理论分析了文化距离在谈判动机和结果之间的调节作用，最后本文强调具有合作动机的谈判者使用问题解决式的谈判策略，会增加谈判收益、提升满意度，提高谈判质量；并在实践中对于如何促成谈判成功提出了一些很好的建议。
Negotiation is one of the most common ways to solve commercial disputes,international disputes and interpersonal conflicts in today’s society. Negotiators’motivation is an important factor of influencing the result of a negotiation. Meanwhile,concession strategy and cross-cultural background of the negotiators are also keyvariables in the whole process of negotiation. To solve problems, form two-waycommunication as well as establish the basis of good interpersonal relationship,negotiators’ cooperative orientation acts as a crucial factor when settling a dispute orconflict. And under well initiated cooperative orientation, the effectively use ofconcession strategy will motivate the rivals, which can help pushing the negotiationforward, achieving a better result and establishing long-term interpersonal relationship.Therefore, identifying well cooperative orientation and using effective negotiatestrategies, like concession strategy have practical significance in solving conflicts andimproving the efficiency of negotiation.
This dissertation takes TKI conflict solving model and dual concerning theory asthe basis, and cites Graham’s negotiation theory as the theoretical framework. Firstly,we summarize the researches about cooperative orientation of negotiators, concessionstrategy and cross-cultural negotiation. Then, on the basis of review, we sum up thecooperative orientation of negotiators, concession degree and culture distance, analyzetheir interactions and propose appropriate models and assumptions. Thirdly, we collectthe comparative data of15intra-cultural negotiation groups of Chinese students,27inter-cultural groups between China and Singapore,20inter-cultural groups betweenChina and Australia, as well as the questionnaire about negotiators’ cooperativeorientation and satisfaction degree after negotiation. Through confirmatory factoranalysis, we conduct credibility and validity tests of the measurement instruments. Byanalyzing the test results with SPSS18.0and LESREL8.70, we finally verify howcooperative orientation affects the negotiation income and negotiators’ satisfaction, andsuccessfully prove the mediate effect of concession degree and moderate effect of culture distance.
The results show that: cooperative orientation of negotiators has a positive relationwith negotiation income and negotiators’ satisfaction, which is significant when thenegotiators play a high attention to themselves and others. In other words, when thenegotiators have a strong ability of resistance to yield, they will meet the desire of bothsides as far as possible to maximize the income. Concession is a different conflictsolution with the problem-solving strategy. Concession degree has a negative relationwith cooperative orientation which has a complete mediating effect between cooperativeorientation and satisfaction and has a part mediating effect between cooperativeorientation and negotiation income. This dissertation also finds that the culture distancehas a moderating effect between cooperative orientation of negotiators and negotiationincome and satisfaction by comparing the intra-cultural negotiation groups andinter-cultural negotiation groups. Meanwhile, we find that playing attention on levelstandard, long-term and collectivism cultural attribute can strengthen the effect ofcooperative orientation on negotiation income, and playing attention on equality,short-term and individualism cultural attribute can weaken the effect of cooperativeorientation on negotiation income.
This dissertation has established a empirical analysis model of negotiationmotivation, concession degree and the result of negotiation. In the process, we proposea measurement of concession degree. By doing so, we make a breakthrough in this areaof study and find that concession degree have a mediating effect between negotiationmotivation and results. Also, this dissertation discusses the moderating effect of culturedistance between negotiation motivation and results by Culture Dimensions Theory. Inthe end, we emphasize some suggestions for negotiators with strong cooperativeorientation that they can adopt problem-solving strategy to increase negotiation incomeand improve the negotiation satisfaction and quality. The study can contribute goodtheoretical knowledge about the mediating effect of concession degree and moderatingeffect of culture distance, as well as some useful suggestions on how to conduct asuccessful negotiation in practice.
本文以TKI冲突解决模型和双重关注理论为基础，并依据Graham的谈判理论框架，通过文献分析法对谈判者的合作动机、让步策略和跨文化谈判的理论成果进行综述。其次在综述的基础上对谈判者的合作动机、让步幅度和文化距离进行归纳，分析了合作动机、让步幅度和文化距离之间的关系，提出了研究模型和假设。再次，通过实验研究法和模拟谈判法，收集了15组中国学生间的同文化谈判、27组中国与新加坡的跨文化谈判、20组中国与澳大利亚的跨文化谈判数据，并通过谈判后的问卷调查对实验者的合作动机和满意度进行了测量。接下来，通过验证性因子分析，检验了测量工具的信度和效度。最后，应用SPSS18.0和LISREL8.70对实验结果进行数据分析，验证了谈判者合作倾向对谈判收益和谈判者满意度的影响，以及让步幅度的中介作用和文化距离的调节作用。
研究结果表明：谈判者的合作动机与谈判收益和谈判者的满意度正相关，特别是当谈判者高关注他人的同时，又高关注自己，也就是说谈判者具有较强的抗屈服能力的时候，会尽可能满足双方的愿望，从而最大化联合收益。让步是与问题解决式策略不同的冲突解决方式，让步幅度与谈判者的合作动机负相关，让步幅度在合作动机和满意度之间起完全中介作用，在合作动机和谈判收益之间起部分中介作用。本文还通过对同文化谈判组和跨文化谈判组的比较，发现文化距离在谈判者合作倾向与谈判收益和满意度之间具有调节作用，关注等级规范、关注长期、关注集体主义的文化属性能更强化合作动机对于谈判结果的作用，而关注平等、关注短期、关注个体主义的文化属性会弱化合作动机对于谈判结果的影响。
本文构建了谈判动机、让步幅度和谈判结果的实证分析模型，提出了实证研究中让步幅度的度量方法，克服了前期文献在这方面的局限性，指明了让步幅度在谈判动机和结果之间的中介作用，同时运用文化维度理论分析了文化距离在谈判动机和结果之间的调节作用，最后本文强调具有合作动机的谈判者使用问题解决式的谈判策略，会增加谈判收益、提升满意度，提高谈判质量；并在实践中对于如何促成谈判成功提出了一些很好的建议。
Negotiation is one of the most common ways to solve commercial disputes,international disputes and interpersonal conflicts in today’s society. Negotiators’motivation is an important factor of influencing the result of a negotiation. Meanwhile,concession strategy and cross-cultural background of the negotiators are also keyvariables in the whole process of negotiation. To solve problems, form two-waycommunication as well as establish the basis of good interpersonal relationship,negotiators’ cooperative orientation acts as a crucial factor when settling a dispute orconflict. And under well initiated cooperative orientation, the effectively use ofconcession strategy will motivate the rivals, which can help pushing the negotiationforward, achieving a better result and establishing long-term interpersonal relationship.Therefore, identifying well cooperative orientation and using effective negotiatestrategies, like concession strategy have practical significance in solving conflicts andimproving the efficiency of negotiation.
This dissertation takes TKI conflict solving model and dual concerning theory asthe basis, and cites Graham’s negotiation theory as the theoretical framework. Firstly,we summarize the researches about cooperative orientation of negotiators, concessionstrategy and cross-cultural negotiation. Then, on the basis of review, we sum up thecooperative orientation of negotiators, concession degree and culture distance, analyzetheir interactions and propose appropriate models and assumptions. Thirdly, we collectthe comparative data of15intra-cultural negotiation groups of Chinese students,27inter-cultural groups between China and Singapore,20inter-cultural groups betweenChina and Australia, as well as the questionnaire about negotiators’ cooperativeorientation and satisfaction degree after negotiation. Through confirmatory factoranalysis, we conduct credibility and validity tests of the measurement instruments. Byanalyzing the test results with SPSS18.0and LESREL8.70, we finally verify howcooperative orientation affects the negotiation income and negotiators’ satisfaction, andsuccessfully prove the mediate effect of concession degree and moderate effect of culture distance.
The results show that: cooperative orientation of negotiators has a positive relationwith negotiation income and negotiators’ satisfaction, which is significant when thenegotiators play a high attention to themselves and others. In other words, when thenegotiators have a strong ability of resistance to yield, they will meet the desire of bothsides as far as possible to maximize the income. Concession is a different conflictsolution with the problem-solving strategy. Concession degree has a negative relationwith cooperative orientation which has a complete mediating effect between cooperativeorientation and satisfaction and has a part mediating effect between cooperativeorientation and negotiation income. This dissertation also finds that the culture distancehas a moderating effect between cooperative orientation of negotiators and negotiationincome and satisfaction by comparing the intra-cultural negotiation groups andinter-cultural negotiation groups. Meanwhile, we find that playing attention on levelstandard, long-term and collectivism cultural attribute can strengthen the effect ofcooperative orientation on negotiation income, and playing attention on equality,short-term and individualism cultural attribute can weaken the effect of cooperativeorientation on negotiation income.
This dissertation has established a empirical analysis model of negotiationmotivation, concession degree and the result of negotiation. In the process, we proposea measurement of concession degree. By doing so, we make a breakthrough in this areaof study and find that concession degree have a mediating effect between negotiationmotivation and results. Also, this dissertation discusses the moderating effect of culturedistance between negotiation motivation and results by Culture Dimensions Theory. Inthe end, we emphasize some suggestions for negotiators with strong cooperativeorientation that they can adopt problem-solving strategy to increase negotiation incomeand improve the negotiation satisfaction and quality. The study can contribute goodtheoretical knowledge about the mediating effect of concession degree and moderatingeffect of culture distance, as well as some useful suggestions on how to conduct asuccessful negotiation in practice.
引文
[1] Zartman, I. W. Negotiation and conflict management: essays on theory and practice. New York:Routledge,2008.
[2] Lax, D. A., Sebenius, J. K. The Manager as Negotiator. New York: Free Press,1986.
[3] Mintzberg, H. The Nature of Managerial Work. New York: Harper&Row,1973.
[4] Sayles, L.R. Managerial Behavior. New York: McGraw-Hill,1964.
[5] Olekalns, M.， Smith, P. L.Testing the Relationships among Negotiators’ MotivationalOrientations, Strategy Choices and Outcomes. Journal of Experimental Social Psychology,2003,39:101~117.
[6] Posses, F. The Art of International Negotiation. VT: Brookfield Press,1978.
[7]岳艳,晋松亭,井润田.谈判学:历史、现状与未来.电子科技大学学报(社科版),2003,3:76-78.
[8] Pruitt, D.G., Rubin, J.Z. Social Conflict. New York: McGraw-Hill,1986.
[9] Bazerman, M. H.&Neale, M. A. Heuristics in negotiation: Limitations to effective disputeresolution. In M. H. Bazerman&R. J. Lewicki (Eds.), Negotiating in organizations, BeverlyHills, CA: Sage,1983,51–67.
[10] Neale, M.A.&Bazerman, M. H. The Role of Perspective-taking Ability in Negotiating underDifferent Forms of Arbitration. Industrial and Labor Relations Review,1983,36：378~388.
[11] Nierenberg, G.I.谈判的艺术.上海:上海翻译出版公司,1987.
[12] Pruitt, D. G. Negotiation Behavior Academic. SanDiego:Press，Inc，1981.
[13] Dwyer F R., Walker O. C. Bargaining in an Asymmetrical Power Structure. Journal ofMarketing,1981,45:104-115.
[14] Kelley, H. H. A classroom study of dilemmas in interpersonal negotiations. In K. Archibald(Eds.), Strategic intervention and conflict. Berkeley, CA: University of California, Institute ofInternational Studies.1966:49-73.
[15] Dupont C. Negotiation, conducting, theory, applications (4th edition). Paris: Dalloz,1994.
[16] Beersma, B., De Dreu, C.K.W. Negotiation Processes and Outcomes in Prosocially andEgoistically Motivated Groups. International Journal of Conflict Management,1999,10:385-402.
[17] Deutsch, M., R. M. Krauss. The Effect of Threat upon Interpersonal Bargaining. Journal ofAbnormal&Social Psychology,1960,61:181-189.
[18] Graham J L. Vis-A-Vis: International Business Negotiations. Oxford: Pergamon,1996:69–90.
[19] Kilmann R H, Thomas K W. Developing a Forced Choice Measure of Conflict HandlingBehavior: The Mode Instrument.Educational and Psychological Measurement.1977,37:309-325.
[20] Clark, M. S.,&Mills, J. Interpersonal attraction in exchange and communal relationships.Journal of Personality and Social Psychology,1979,37:12-24.
[21] Carsten K. W. De Dreu. Cooperative Outcome Interdependence, Task Reflexivity, and TeamEffectiveness: A Motivated Information Processing Perspective. Journal of AppliedPsychology,2007,92(3):628–638.
[22] Rhoades, J.A., Peter J. Carnevale. The Behiavioral Context of Stratagic Choice in Negotiation：A test of The Dual Concern Theory. Journal of Applied Social Psychology,1999,29(9):1777-2000.
[23] Druckman, D. Determinants of Compromising Behavior in Negotiation: A Meta-analysis.Journal of Conflict Resolution,1994,38：507–556.
[24] Kelley H.H., L.L.Beckman, Claude S.Fischer. Negotiating the Division of a Reward underIncomplete Information. Journal of Experimental Social Psychology,1967,3(4):361-398.
[25] De.Dreu C.K.W., Arne Evers, Bianca Beersma, Kluwer and Aukje Nauta. A Theory-basedMeasure of Conflict Management Strategies in the Workplace. Journal of OrganizationalBehavior,2001,22:645-668.
[26] Shapiro, D. L., Bies, R. J. Threats, Bluffs, and Disclaimers in Negotiations. OrganizationalBehavior and Human Decision Processes,1994,60(1):14-35.
[27] Messick D M, McClintock C G. Motivational bases of Choice in Experimental Games. Journalof Experimental Social Psychology,1968,4:1-25.
[28] Olekalns M, Smith P L. Strategic Sequences and Outcome Optimality in Negotiation. PaperPresented at the Annual Meeting of the Academy of Management, Boston,1996.
[29] Brett, J. M. Culture and Negotiation. International Journal of Psychology,2000,35(2):97-104.
[30] Thompson, L., Peterson, E.,&Brodt, S. E. Team Negotiation: An Examination of Integrativeand Distributive Bargaining. Journal of Personality and Social Psychology,1996,70(1):66-78.
[31] Walton, R.E., Dutton, J.M.. The Management of Interdepartment Conflict: A Model and aReview. Administrative Science,1969,14(1),73-82.
[32] Thompson, L. The Mind and Heart of the Negotiator.2nd. NewYork: Prentiee Hall，2004.
[33] Brett J F, Pinkley R L, Jackofsky E F. Alternatives to Having BATNA in Dyadic Negotiation:The Influence of Goals, Self-efficacy and Alternatives on Negotiated Outcomes. InternationalJournal of Conflict Management,1996,7:121~138.
[34] Bazerman, M. and M. Neale. Negotiating Rationally. New York: Free Press.1991.
[35] Pinkley, R.L., Neale, M.A.&Bennett, R.J., The Impact of Alternatives to Settlement in DyadicNegotiation. Organizational Behavior and Human Decision Processes,1994,57：97~116.
[36] Galinsky, A.D., Mussweiler, T.First Offers as Anchors: The Role of Perspective-taking andNegotiator Focus. Journal of Personality and Social Psychology,2001,81:657~669.
[37] McCall, J.B. and Warrington, M.B. Marketing by Agreement: A Cross-Cultural Approach toBusiness Negotiations. John Wiley.1984.
[38] Graham J L, Sano Y. Smart Bargaining: doing business with the Japanese. Cambridge, Mass:Ballinger,1984.
[39] Watkins, Michael. Breakthrough Business Ngotiation: a Toolbox for Managers.1st ed. SanFrancisco: Jossey-Bass,2002.
[40] Sawyer, J. and H. Guetzkow. Bargaining and Negotiation in International Relations. InInternational Behavior：A Social-psychological Analysis. Edited by H. C. Kelman. New York:Holt,1965.
[41] Graham, J.L. Culture's Influence on Business Negotiations: an Application of Hofstede's andRokeach's Ideas. In: F.J. Contractor and P. Lorange (eds.), Cooperative Strategies andAlliances: What We Know15Years Later, Pergamon: Amsterdam,2002:461–492.
[42] McClintock C. Social Motives in Settings of Outcome Interdependence. In: D Druckman (Ed.),Negotiations: Social Psychological Perspective, Beverly Hills, CA: Sage,1977,49-77.
[43] Beersma, B.,&De Dreu, C. K. W.. Integrative and Distributive Negotiation in Small Groups:Effects of Task Structure, Decision Rule and Social Motive. Organizational Behavior andHuman Decision Processes,2002,87:227-252.
[44] Carnevale, P. J. D.,&Isen, A. M. The Influence of Positive Affect and Visual Access on theDiscovery of Integrative Solutions in Bilateral Negotiation. Organizational Behavior andHuman Decision Processes,1986,37:1-13.
[45] De Dreu, C.K.W., Van Lange, P.A.M. Impact of Social Value Orientation on NegotiatorCognition and Behavior. Personality and Social Psychology Bulletin,1995,21(11):1178-1188.
[46] Van lange P.A.M. The Pursuit of Joint Outcomes and Equality in Outcomes: An IntegrativeModel of Social Value Orientation. Journal of Personality and Social Psychology,1999,77(2):337-349.
[47] Weingart, L.R., Bennett, R.J.,&Brett, J.M. The Impact of Consideration of Issues andMotivational Orientation in Group Negotiation Process and Outcome. Journal of AppliedPsychology,1993,78(3):504-517.
[48] Deutsch, M. The Resolution of Conflict. New Haven, CT: Yale University Press.1973.
[49] Johnson, D.W.,&Johnson, R. Cooperation and competition: Theory and Research. Edina, MN:Interaction Book Co.(1989).
[50] Dean Tjosvold. Cooperative and Competitive Goal Approach to Conflict: Accomplishments andChallenges. Applied Psyphology,1998,47(3):285-313.
[51] Kelley, H. H., Stahelski, A. J. The Inference of Intention from Moves in the Prisoner's DilemmaGame. Journal of experimental Social Psychology,1970,6:401-419.
[52] Rubin J.Z, Brown B R. The Social Psychology of Bargaining and Negotiation. New York:Academic Press,1975.
[53]李懋,井润田,洪涛.管理者个性特征对谈判过程的影响研究.电子科技大学学报,2006,36(2):315-317.
[54] Hermann M G, Kogan N. Effects of Negotiators’ personalities on Negotiating Behavior,Negotiation: Social-psychological Perspectives. Beverly Hills: Sage,1977.
[55]张志学,王敏,韩玉兰.谈判者的参照点和换位思考对谈判过程和谈判结果的影响.管理世界,2006,1:83-95.
[56] Rahim M. A. A Measure of Styles of Handling Interpersonal Conflict. The Academy ofManagement Journal,1983,26(2):368-376.
[57] Greenhalgh L, Neslin S A. Determining Outcomes of Negotiations: Negotiation inOrganizations. Beverly Hills: Sage Publications,1983.
[58] Rotter J B. Interpersonal Trust, Trustworthiness, and Gullibility. American Psychologist,1980,35:1-7.
[59] Wood R, Bandura A. Social Cognitive Theory of Organizational Management. Academy ofManagement Review,1989,14(3):361-384.
[60] Kopelman, S., Rosette, A., and Thompson, L. The Three Faces of Eve: Strategic Displays ofPositive Neutral and Negative Emotions in Negotiations. Organization Behavior and HumanDecision Processes,2006,99(1),81-101.
[61] Tjosvold, D., Hui, C. Law, K. S. Constructive Conflict in China: Cooperative Conflict as aBridge between East and West. Journal of World Business,2001,36(2):166-183.
[62] Tjosvold, D., Law, K. S.&Sun, H. Effectiveness of Chinese Teams: The Role of ConflictTypes and Conflict Management Approaches. Management and Organization Review,2006,2(2):231-252.
[63] Lewicki, R. J., Litterer, J. A., Minton, J. W.&Saunders, D. M. Negotiation (2nd Ed.). BurrRidge, IL: Irwin,1994.
[64] De Dreu, C.K.W., Weingart, L.R.,&Kwon, S. Influence of Social Motives on IntegrativeNegotiation: A Meta-analytical Review and Test of Two Theories. Journal of Personality andSocial Psychology,2000,78(5):889–905.
[65] Kelley, H.H., Schenitzki, D.P. Bargaining. In C. McClintock（Ed.), Experimental SocialPsychology, New York: Holt, Rinehart,&Winston,1972,298–337.
[66] Van Lange, P.A.M.,&Kuhlman, D.M. Social Value Orientations and Impressions of Partner’sHonesty and Intelligence: A Test of the Might Versus Morality Effect. Journal of Personalityand Social Psychology,1994,67(1):126-141.
[67] De Dreu C K W, Boles T. Share and Share Alike or Winner Take all? Impact of Social ValueOrientation on the Choice and Recall of Decision Heuristics in Negotiation.OrganizationalBehavior and Human Decision Process.1998,76:253~267.
[68] Van Kleef, G. A.,&De Dreu, C. K. W. Social Value Orientation and Impression Formation: ATest of Two Competing Hypotheses About Information Search in Negotiation. InternationalJournal of Conflict Management,2002,13:59–77.
[69] Brooks, B.W., R.L. Rose. The Influences of Matched Versus Mismatched NegotiationOrientations on Negotiating Processes and Outcomes. Journal of Marketing and TheoryPractice,2008,16(3):199-218.
[70] O'Connor, K.M. Groups and Solos in Context: The Effects of Accountability on TeamNegotiation. Organizational Behavior and Human Decision Processes,1997,72(3):384-407.
[71] Olekalns, M., Smith, P. L.,&Kibby, R. Social Value Orientations and Negotiator Outcomes.European Journal of Social Psychology,1996,26(2):299–313.
[72] Schei, V.,&Rognes, J. K. knowing me, knowing you: Own Orientation and Information aboutthe Opponent’s Orientation in Negotiation. International Journal of Conflict Management,2003,14(1):43–59.
[73] De Dreu, C.K.W. Rational Self-interest and Other-orientation in Organizational Behavior: ACritical Appraisal and Extension of Meglino and Korsgaard(2004). Journal of AppliedPsychology,2006,91(6):1245–1252.
[74] Walton, R.E., Mckersie, R.B. Behavioral Dilemmas in Mixed-Motive Decision Making.Behavioral Science,1966,11(5):370-384.
[75] Thompson, Leigh L. The mind and heart of the negotiator.2nd ed. Upper Saddle River, N.J:Prentice Hall,2001.
[76] Pruitt, D.G. Achieving Integrative Agreements. In M.H. Bazerman&R.J. Lewicki (Eds.).Negotiating in Organizations Beverly Hills: Sag1983:35-50.
[77] Mara Olekalns&Philip L. Smith. Social Motives in Negotiation:The Relationships BetweenDyad Composition，Negotiation Processes and Outcomes. The International Journal of ConflictManagement,2003,14(3/4):233-254.
[78] Williams, G R. Negotiation as a healing process. Journal of Dispute Resolution,1996,1:1-65.
[79] Carsten K.W.De.Dreu. Coercive Power and Concession Making in Bilateral Negotiation. TheJournal of Conflict Resolution,1995,39(4):349-665.
[80] Van Kleef, G. A.,&De Dreu, C. K. W. Antony S.R. Manstea. The Interpersonal Effects ofEmotions in Negotiations:A Motivated Information Proeessing Approach. Journal ofPersonality and Social Psychology，2004，87(4):510~528.
[81] Chertkoff J., Conley M. Opening Offer and Frequeney of Concession as Bargaining Strategies.Journal of Personality and Social Psychology,1967,7(2):181-185.
[82] Pruitt D. G., D. F. Johnson. Mediation as an Aid to Face Saving in Negotiation. Journal ofPersonality and Social Psychology,1970,14:239-246.
[83] Siegel S., L. E. Fouraker. Bargaining and Group Decision Making: Experiments in BilateralMonopoly. New York: McGraw-Hill,1960.
[84] Scott, B. The Skills of Negotiating. Jaico Publishing House,2005.
[85] Van de Vliert E.Complex Interpersonal Conflict Behavior. London, Psychology Press,1997.
[86] Fisher, R.&Ury, W. Getting to Yes: Negotiating Agreement without Giving in. Boston, MA:Houghton-Mifflin,1981.
[87] Hofstede G. Culture's Consequences: International Differences in Work-related Values.Newbury Park, California, Sage,1980.
[88] Hofstede G. Culture and Organizations: Comparing Values, Behavior, and OrganizationalAcross Nations.2nd ed. Sage Publication,2001.
[89] Gelfand, M.J. and McCusker，C. Metaphor and the Cultural Construction of Negotiation: AParadigm for Theory and Researeh.In Gannon，M and Newman，K L (eds.) Handbook ofCross-Cultural Managemenr. NewYork:Blackwell，2002.
[90] Roger J.Volkema. Demographic Cultural and Economic Predictors of Perceived Ethicality ofNegotiation Behavior: A Nine-country Analysis. Journal of Business Research,2004,57:69-78.
[91] Kremeniuk, Viktor Aleksandrovich. International Negotiation: Analysis, Approaches, Issues.2nd ed. San Francisco: Jossey-Bass,2002.
[92]柯里著,朱丹等译.国际谈判:国际商务谈判的策划与运作.北京:经济科学出版社,2002.
[93]陈海花.国际商务谈判中的跨文化因素分析.江西社会科学,2007,1:15-19.
[94]毛伟.国际商务谈判中的跨文化问题及沟通技巧.商场现代化,2007,18:22-26.
[95] Graham, J.L. and Lam, N.M. The Chinese Negotiation. Harvard Business Review,2003,81(10):82–91.
[96] Ghauri, P., Fang, T. Negotiating With the Chinese: A Socio-Cultural Analysis. Journal ofWorld Business,2001,36(3):303-326.
[97] Wimsatt A M, Calantone R L. Intra and Inter-cultural Negotiations: a Chinese Buyer’sPerspective. Journal of Marketing-Theory and Practice,1995,6(1):78-90.
[98] Salacuse J. Making Global Deals. Boston: Houghton Mifflin,1991.
[99]徐洁.浅析国际商务谈判中的文化差异.商场现代化,2007,11:26-34.
[100] Leung, K. Beliefs in Chinese culture. In M. H. Bond (Eds.) Oxford Handbook of ChinesePsychology. New York, NY: Oxford University Press.2010:221-240.
[101] Gelfand, M J. Nishii，L H, Holcombe, K M, Dyer, N, Ohbuchi, K I, and Fukuno, M. CulturalInfluences on Cognitive Representations of Confliet: Interpretations of Conflict Episodes inthe United States and Japan. Journal of Applied Psyehology，2001，86，(6).
[102] Adair, W. L., Okumura, T.,&Brett, J. M. Negotiation Behavior When Cultures Collide: TheUnited States and Japan. Journal of Applied Psychology,2001,86,371–385.
[103] Graham J L, Mintu A T, Rodgers W. Explorations of Negotiation Behaviors in Ten ForeignCultures Using a Model Developed in the United States. Management Science.1994,40(1):72-95.
[104] Nigel C G., Graham J L, Jolibert A, Meissner H G. Marketing Negotiations in France,Germany, the United Kingdom, and the United States. Journal of Marketing,1988,52(4):49-62.
[105] Graham J L. Cross-cultural Marketing Negotiations: A Laboratory Experiment. MarketingScience.1985,4(2):130-146.
[106] Graham J L. Brazilian, Japanese, and American Business Negotiations. Journal of InternationalBusiness Studies,1983,14(1):47–61.
[107] Adler, Nancy J., Richard Brahm&John L. Graham. Strategy Implementation: A Comparisonof Face-to-face Negotiations in the People's Republic of China and the United States. StrategicManagement Journal,1992,13:449-466.
[108] Adler N J, Graham J L. Cross-Cultural Interaction: The International Comparison Fallacy.Journal of International Business Studies,1989,20(3):515-537.
[109] Adler, Graham and Schwarz. Business Negotiations in Canada, Mexico and the United States.Journal of Business Research,1987,15:411-429.
[110] Faure, G. O. and J. Z. Rubin. Culture and Negotiation. Negotiation Journal,1993,9(4):380-381.
[111] Pinkley R L. Dimensions of Conflict Frame: Disputant Interpretations of Conflict. Journal ofApplied Psychology,1990,75:117-12.
[112]陈德湖.浅谈“如何进行成功的商务谈判”.河北建筑工程学院学报,2002,2:34-38.
[113]王信海.商业谈判中的让步.外向经济,1999,11:23-29.
[114]贺建军.商务谈判的技巧和策略.内蒙古统计,2004,2:33-46.
[115] De Dreu C K W, Carnevale P J. Motivational Bases of Information Processing and Strategy inConflict and Negotiation. In: M Zanna (Ed.) Advances in Experimental Social Psychology.San Diego, CA: Academic Press,2003：235~291.
[116]张真，皇甫刚.影响整合式谈判的情境因素和过程因素.心理科学进展，2007,15（3）:518-523.
[117] Weiss S. Analysis of Complex Negotiations in International Business: The RBC Perspective.Organization Science,1993,4(2):269-300.
[118] Leung, K., Tong, K.K.&Ho, S.S.Y. Effects of Interactional Justice on Egocentric Bias inResource Allocation Decisions. Journal of Applied Psychology,2004,89(3):405-415.
[119] Olekalns, M., P. L. Smith. Social Value Orientations and Strategy Choices in CompetitiveNegotiations. Personality and Social Psychology Bulletin,1999,25:657–668.
[120] Gerben A. Van Kleef. Power and Emotion in Negotiation: Power Moderates the InterpersonalEffects of Anger and Happiness on Concession Making, European Journal of SocialPsychology,2006,36：557–581.
[121] Barry B&Friedman R.A. Bargainer Characteristics in Distributive and Integrative Negotiation.Journal of Personality and Social Psychology.1998,74(2):345–359.
[122] Maxwell, S., Nye, P.,&Maxwell, N. Less Pain, Some Gain: The Effects of Priming Fairnessin Price Negotiations. Psychology&Marketing,1999,16(7):545-562.
[123] Giebels, E., De Dreu, C.W.,Van de Vliert, E.. Interdependence in Negotiation: Effects of ExitOptions and Social Motive on Distributive and Integrative Negotiation. European Journal ofSocial Psychology,2000,30:255-272.
[124] Baron, R. A. Reducing Organizational Conflict: An Incompatible Response Approach. Journalof Applied Psychology,1984,69(2):272-279.
[125] Baron, R. A. Environmentally Induced Positive Affect: It’s Impact on Self-efficacy, TaskPerformance, Negotiation, and Conflict. Journal of Applied Social Psychology,1990,20(5):368-384.
[126] Isen, A. M., Patrick, R. The Effect of Positive Feelings on Risk Taking: When the Chips isdown. Organizational Behavior&Human Performance,1983,31(2):194-202.
[127] Weingart, L., Olekalns, M. Communication Processes in Negotiation, in M.Gelfand&J. Brett（Eds). Handbook of Culture and Negotiation. Stanford University Press,2004.
[128] Oatley, K.&J.M. Jenkins. Human Emotions: Functions and Dysfunctions, Annual Review ofPsychology,1992,43:55-85.
[129] Forgas, J. On Feeling Good and Getting Your Way: Mood Effects on Negotiator Cognitionand Bargaining Strategies. Journal of Personality and Social Psychology,1998,74(3):565–577.
[130] Rubin, J.Z, Sander, F.E. Culture, Negotiation and the Eye of the Beholder, Negotiation Journal,1991,7(3):249-254.
[131] Morris, M.W., Williams, K.Y., Leung, K., Bhatnagar, D., Li, J.F., Kondo, M., Luo, J. L. Hu,J.C. Conflict Management Style: Accounting for Cross-National Differences. Journal ofInternational Business Studies,1998,29(4):729-748.
[132]陈维政，Paltiel，J.，黄登仕.中国、北美企业家商务谈判行为及其价值观念的比较.中国社会科学,2000,2:74-86.
[133] Graham, J.L. The Influence of Culture on the Process of Business Negotiations. Journal ofInternational Business Studies,1985,16(1):81-96.
[134] Brett, J. M.,&Okumura, T. Inter and Intra-cultural Negotiation: U.S. and JapaneseNegotiators. Academy of Management Journal,1998,41(5):495-510.
[135] L. Roy, Saunders, D.&Barry, B. Negotiation.5ed. Irwin: McGraw Hill，2005.
[136]张志学,韩玉兰.(2004).回报谨慎对谈判过程和谈判结果的影响.心理学报,36,370–37.
[137]温忠麟，张雷,侯杰泰，刘红云.中介效应检验程序及其应用.心理学报,2004,36(5):614~620.
[138]温忠麟，侯杰泰，张雷.调节效应与中介效应的比较和应用.心理学报,2005,37(2):268-274.
[139]韩玉兰、张志学、王敏。走向双赢：动机倾向和信息分享质量在整合性谈判过程中的作用。心理学报，2010，42（2）：288-303.
[140] Janosik R. Rethinking the Culture-Negotiation Link. Negotiation Journal,1987,3(4):385–395.
[141] Edward Kass. Interactional Justice, Negotiator Outcome Satisfaction, and Desire for FutureNegotiations International. Journal of Conflict Management,2008,19(4):319-338.
[142] Carsten K.W.De Dreu, Bianca Beersma, Martin C. Euwema. Motivated InformationProcessing, Strategic Choice, and the Quality of Negotiated Agreement. Journal of Personalityand Social Psychology,2006,90(6):927–943.
[143] Crosby L A, K R Evans, D Cowles. Relationship Quality in Services Selling: An InterpersonalInfluence Perspective. Joumal of Marketing,1990,54:68~81.
[144]王敏，张志学，韩玉兰.谈判者第一次出价对谈判破裂的影响：角色调节的作用.心理学报,2008,40(3):339-349.
[145] Heike Hennig-Schmidt, Li Zhuyu. On Power in Bargaining: An Experimental Study inGermany and The People’s Republic of China. Nankai Business Review,2006,9(2):31-38
[146]Adair, WL, and Brett, JM. The Negotiation Dance:Time，Culture，and Behavioral Sequenees inNegotiation.Organizational Scienee，2005，16，(1).
[147]张志学，魏昕.组织中的冲突回避：弊端、缘由与解决方案.南京大学学报，2011,6:121-157.
[148] Kirkbride, P. S., S. Tang, R. I. Westwood. Chinese Conflict Preference and NegotiationBehavior: Cultural and Psychological Influences. Organization Studies,1991,12:365-386.
[149] Morris, M. W. et al. Conflict management Style: Accounting for Cross-National Difference.Journal of International Business Studies,1998,29:729-748.
[150] K. leung, F. Brew, Zhang Z.X., Zhang Y. H. Harmony and Conflict: A Cross-CulturalInvestigation in China and Australia. Journal of Cross-culture Psychology,2010,42(5):795-816.
[151]Graebner, Melissa E. Caveat Venditor: Trust Asymmetries in Acquisitions of EntrepreneurialFirms. Academy of Management Journal,2009,52:435-472.
[2] Lax, D. A., Sebenius, J. K. The Manager as Negotiator. New York: Free Press,1986.
[3] Mintzberg, H. The Nature of Managerial Work. New York: Harper&Row,1973.
[4] Sayles, L.R. Managerial Behavior. New York: McGraw-Hill,1964.
[5] Olekalns, M.， Smith, P. L.Testing the Relationships among Negotiators’ MotivationalOrientations, Strategy Choices and Outcomes. Journal of Experimental Social Psychology,2003,39:101~117.
[6] Posses, F. The Art of International Negotiation. VT: Brookfield Press,1978.
[7]岳艳,晋松亭,井润田.谈判学:历史、现状与未来.电子科技大学学报(社科版),2003,3:76-78.
[8] Pruitt, D.G., Rubin, J.Z. Social Conflict. New York: McGraw-Hill,1986.
[9] Bazerman, M. H.&Neale, M. A. Heuristics in negotiation: Limitations to effective disputeresolution. In M. H. Bazerman&R. J. Lewicki (Eds.), Negotiating in organizations, BeverlyHills, CA: Sage,1983,51–67.
[10] Neale, M.A.&Bazerman, M. H. The Role of Perspective-taking Ability in Negotiating underDifferent Forms of Arbitration. Industrial and Labor Relations Review,1983,36：378~388.
[11] Nierenberg, G.I.谈判的艺术.上海:上海翻译出版公司,1987.
[12] Pruitt, D. G. Negotiation Behavior Academic. SanDiego:Press，Inc，1981.
[13] Dwyer F R., Walker O. C. Bargaining in an Asymmetrical Power Structure. Journal ofMarketing,1981,45:104-115.
[14] Kelley, H. H. A classroom study of dilemmas in interpersonal negotiations. In K. Archibald(Eds.), Strategic intervention and conflict. Berkeley, CA: University of California, Institute ofInternational Studies.1966:49-73.
[15] Dupont C. Negotiation, conducting, theory, applications (4th edition). Paris: Dalloz,1994.
[16] Beersma, B., De Dreu, C.K.W. Negotiation Processes and Outcomes in Prosocially andEgoistically Motivated Groups. International Journal of Conflict Management,1999,10:385-402.
[17] Deutsch, M., R. M. Krauss. The Effect of Threat upon Interpersonal Bargaining. Journal ofAbnormal&Social Psychology,1960,61:181-189.
[18] Graham J L. Vis-A-Vis: International Business Negotiations. Oxford: Pergamon,1996:69–90.
[19] Kilmann R H, Thomas K W. Developing a Forced Choice Measure of Conflict HandlingBehavior: The Mode Instrument.Educational and Psychological Measurement.1977,37:309-325.
[20] Clark, M. S.,&Mills, J. Interpersonal attraction in exchange and communal relationships.Journal of Personality and Social Psychology,1979,37:12-24.
[21] Carsten K. W. De Dreu. Cooperative Outcome Interdependence, Task Reflexivity, and TeamEffectiveness: A Motivated Information Processing Perspective. Journal of AppliedPsychology,2007,92(3):628–638.
[22] Rhoades, J.A., Peter J. Carnevale. The Behiavioral Context of Stratagic Choice in Negotiation：A test of The Dual Concern Theory. Journal of Applied Social Psychology,1999,29(9):1777-2000.
[23] Druckman, D. Determinants of Compromising Behavior in Negotiation: A Meta-analysis.Journal of Conflict Resolution,1994,38：507–556.
[24] Kelley H.H., L.L.Beckman, Claude S.Fischer. Negotiating the Division of a Reward underIncomplete Information. Journal of Experimental Social Psychology,1967,3(4):361-398.
[25] De.Dreu C.K.W., Arne Evers, Bianca Beersma, Kluwer and Aukje Nauta. A Theory-basedMeasure of Conflict Management Strategies in the Workplace. Journal of OrganizationalBehavior,2001,22:645-668.
[26] Shapiro, D. L., Bies, R. J. Threats, Bluffs, and Disclaimers in Negotiations. OrganizationalBehavior and Human Decision Processes,1994,60(1):14-35.
[27] Messick D M, McClintock C G. Motivational bases of Choice in Experimental Games. Journalof Experimental Social Psychology,1968,4:1-25.
[28] Olekalns M, Smith P L. Strategic Sequences and Outcome Optimality in Negotiation. PaperPresented at the Annual Meeting of the Academy of Management, Boston,1996.
[29] Brett, J. M. Culture and Negotiation. International Journal of Psychology,2000,35(2):97-104.
[30] Thompson, L., Peterson, E.,&Brodt, S. E. Team Negotiation: An Examination of Integrativeand Distributive Bargaining. Journal of Personality and Social Psychology,1996,70(1):66-78.
[31] Walton, R.E., Dutton, J.M.. The Management of Interdepartment Conflict: A Model and aReview. Administrative Science,1969,14(1),73-82.
[32] Thompson, L. The Mind and Heart of the Negotiator.2nd. NewYork: Prentiee Hall，2004.
[33] Brett J F, Pinkley R L, Jackofsky E F. Alternatives to Having BATNA in Dyadic Negotiation:The Influence of Goals, Self-efficacy and Alternatives on Negotiated Outcomes. InternationalJournal of Conflict Management,1996,7:121~138.
[34] Bazerman, M. and M. Neale. Negotiating Rationally. New York: Free Press.1991.
[35] Pinkley, R.L., Neale, M.A.&Bennett, R.J., The Impact of Alternatives to Settlement in DyadicNegotiation. Organizational Behavior and Human Decision Processes,1994,57：97~116.
[36] Galinsky, A.D., Mussweiler, T.First Offers as Anchors: The Role of Perspective-taking andNegotiator Focus. Journal of Personality and Social Psychology,2001,81:657~669.
[37] McCall, J.B. and Warrington, M.B. Marketing by Agreement: A Cross-Cultural Approach toBusiness Negotiations. John Wiley.1984.
[38] Graham J L, Sano Y. Smart Bargaining: doing business with the Japanese. Cambridge, Mass:Ballinger,1984.
[39] Watkins, Michael. Breakthrough Business Ngotiation: a Toolbox for Managers.1st ed. SanFrancisco: Jossey-Bass,2002.
[40] Sawyer, J. and H. Guetzkow. Bargaining and Negotiation in International Relations. InInternational Behavior：A Social-psychological Analysis. Edited by H. C. Kelman. New York:Holt,1965.
[41] Graham, J.L. Culture's Influence on Business Negotiations: an Application of Hofstede's andRokeach's Ideas. In: F.J. Contractor and P. Lorange (eds.), Cooperative Strategies andAlliances: What We Know15Years Later, Pergamon: Amsterdam,2002:461–492.
[42] McClintock C. Social Motives in Settings of Outcome Interdependence. In: D Druckman (Ed.),Negotiations: Social Psychological Perspective, Beverly Hills, CA: Sage,1977,49-77.
[43] Beersma, B.,&De Dreu, C. K. W.. Integrative and Distributive Negotiation in Small Groups:Effects of Task Structure, Decision Rule and Social Motive. Organizational Behavior andHuman Decision Processes,2002,87:227-252.
[44] Carnevale, P. J. D.,&Isen, A. M. The Influence of Positive Affect and Visual Access on theDiscovery of Integrative Solutions in Bilateral Negotiation. Organizational Behavior andHuman Decision Processes,1986,37:1-13.
[45] De Dreu, C.K.W., Van Lange, P.A.M. Impact of Social Value Orientation on NegotiatorCognition and Behavior. Personality and Social Psychology Bulletin,1995,21(11):1178-1188.
[46] Van lange P.A.M. The Pursuit of Joint Outcomes and Equality in Outcomes: An IntegrativeModel of Social Value Orientation. Journal of Personality and Social Psychology,1999,77(2):337-349.
[47] Weingart, L.R., Bennett, R.J.,&Brett, J.M. The Impact of Consideration of Issues andMotivational Orientation in Group Negotiation Process and Outcome. Journal of AppliedPsychology,1993,78(3):504-517.
[48] Deutsch, M. The Resolution of Conflict. New Haven, CT: Yale University Press.1973.
[49] Johnson, D.W.,&Johnson, R. Cooperation and competition: Theory and Research. Edina, MN:Interaction Book Co.(1989).
[50] Dean Tjosvold. Cooperative and Competitive Goal Approach to Conflict: Accomplishments andChallenges. Applied Psyphology,1998,47(3):285-313.
[51] Kelley, H. H., Stahelski, A. J. The Inference of Intention from Moves in the Prisoner's DilemmaGame. Journal of experimental Social Psychology,1970,6:401-419.
[52] Rubin J.Z, Brown B R. The Social Psychology of Bargaining and Negotiation. New York:Academic Press,1975.
[53]李懋,井润田,洪涛.管理者个性特征对谈判过程的影响研究.电子科技大学学报,2006,36(2):315-317.
[54] Hermann M G, Kogan N. Effects of Negotiators’ personalities on Negotiating Behavior,Negotiation: Social-psychological Perspectives. Beverly Hills: Sage,1977.
[55]张志学,王敏,韩玉兰.谈判者的参照点和换位思考对谈判过程和谈判结果的影响.管理世界,2006,1:83-95.
[56] Rahim M. A. A Measure of Styles of Handling Interpersonal Conflict. The Academy ofManagement Journal,1983,26(2):368-376.
[57] Greenhalgh L, Neslin S A. Determining Outcomes of Negotiations: Negotiation inOrganizations. Beverly Hills: Sage Publications,1983.
[58] Rotter J B. Interpersonal Trust, Trustworthiness, and Gullibility. American Psychologist,1980,35:1-7.
[59] Wood R, Bandura A. Social Cognitive Theory of Organizational Management. Academy ofManagement Review,1989,14(3):361-384.
[60] Kopelman, S., Rosette, A., and Thompson, L. The Three Faces of Eve: Strategic Displays ofPositive Neutral and Negative Emotions in Negotiations. Organization Behavior and HumanDecision Processes,2006,99(1),81-101.
[61] Tjosvold, D., Hui, C. Law, K. S. Constructive Conflict in China: Cooperative Conflict as aBridge between East and West. Journal of World Business,2001,36(2):166-183.
[62] Tjosvold, D., Law, K. S.&Sun, H. Effectiveness of Chinese Teams: The Role of ConflictTypes and Conflict Management Approaches. Management and Organization Review,2006,2(2):231-252.
[63] Lewicki, R. J., Litterer, J. A., Minton, J. W.&Saunders, D. M. Negotiation (2nd Ed.). BurrRidge, IL: Irwin,1994.
[64] De Dreu, C.K.W., Weingart, L.R.,&Kwon, S. Influence of Social Motives on IntegrativeNegotiation: A Meta-analytical Review and Test of Two Theories. Journal of Personality andSocial Psychology,2000,78(5):889–905.
[65] Kelley, H.H., Schenitzki, D.P. Bargaining. In C. McClintock（Ed.), Experimental SocialPsychology, New York: Holt, Rinehart,&Winston,1972,298–337.
[66] Van Lange, P.A.M.,&Kuhlman, D.M. Social Value Orientations and Impressions of Partner’sHonesty and Intelligence: A Test of the Might Versus Morality Effect. Journal of Personalityand Social Psychology,1994,67(1):126-141.
[67] De Dreu C K W, Boles T. Share and Share Alike or Winner Take all? Impact of Social ValueOrientation on the Choice and Recall of Decision Heuristics in Negotiation.OrganizationalBehavior and Human Decision Process.1998,76:253~267.
[68] Van Kleef, G. A.,&De Dreu, C. K. W. Social Value Orientation and Impression Formation: ATest of Two Competing Hypotheses About Information Search in Negotiation. InternationalJournal of Conflict Management,2002,13:59–77.
[69] Brooks, B.W., R.L. Rose. The Influences of Matched Versus Mismatched NegotiationOrientations on Negotiating Processes and Outcomes. Journal of Marketing and TheoryPractice,2008,16(3):199-218.
[70] O'Connor, K.M. Groups and Solos in Context: The Effects of Accountability on TeamNegotiation. Organizational Behavior and Human Decision Processes,1997,72(3):384-407.
[71] Olekalns, M., Smith, P. L.,&Kibby, R. Social Value Orientations and Negotiator Outcomes.European Journal of Social Psychology,1996,26(2):299–313.
[72] Schei, V.,&Rognes, J. K. knowing me, knowing you: Own Orientation and Information aboutthe Opponent’s Orientation in Negotiation. International Journal of Conflict Management,2003,14(1):43–59.
[73] De Dreu, C.K.W. Rational Self-interest and Other-orientation in Organizational Behavior: ACritical Appraisal and Extension of Meglino and Korsgaard(2004). Journal of AppliedPsychology,2006,91(6):1245–1252.
[74] Walton, R.E., Mckersie, R.B. Behavioral Dilemmas in Mixed-Motive Decision Making.Behavioral Science,1966,11(5):370-384.
[75] Thompson, Leigh L. The mind and heart of the negotiator.2nd ed. Upper Saddle River, N.J:Prentice Hall,2001.
[76] Pruitt, D.G. Achieving Integrative Agreements. In M.H. Bazerman&R.J. Lewicki (Eds.).Negotiating in Organizations Beverly Hills: Sag1983:35-50.
[77] Mara Olekalns&Philip L. Smith. Social Motives in Negotiation:The Relationships BetweenDyad Composition，Negotiation Processes and Outcomes. The International Journal of ConflictManagement,2003,14(3/4):233-254.
[78] Williams, G R. Negotiation as a healing process. Journal of Dispute Resolution,1996,1:1-65.
[79] Carsten K.W.De.Dreu. Coercive Power and Concession Making in Bilateral Negotiation. TheJournal of Conflict Resolution,1995,39(4):349-665.
[80] Van Kleef, G. A.,&De Dreu, C. K. W. Antony S.R. Manstea. The Interpersonal Effects ofEmotions in Negotiations:A Motivated Information Proeessing Approach. Journal ofPersonality and Social Psychology，2004，87(4):510~528.
[81] Chertkoff J., Conley M. Opening Offer and Frequeney of Concession as Bargaining Strategies.Journal of Personality and Social Psychology,1967,7(2):181-185.
[82] Pruitt D. G., D. F. Johnson. Mediation as an Aid to Face Saving in Negotiation. Journal ofPersonality and Social Psychology,1970,14:239-246.
[83] Siegel S., L. E. Fouraker. Bargaining and Group Decision Making: Experiments in BilateralMonopoly. New York: McGraw-Hill,1960.
[84] Scott, B. The Skills of Negotiating. Jaico Publishing House,2005.
[85] Van de Vliert E.Complex Interpersonal Conflict Behavior. London, Psychology Press,1997.
[86] Fisher, R.&Ury, W. Getting to Yes: Negotiating Agreement without Giving in. Boston, MA:Houghton-Mifflin,1981.
[87] Hofstede G. Culture's Consequences: International Differences in Work-related Values.Newbury Park, California, Sage,1980.
[88] Hofstede G. Culture and Organizations: Comparing Values, Behavior, and OrganizationalAcross Nations.2nd ed. Sage Publication,2001.
[89] Gelfand, M.J. and McCusker，C. Metaphor and the Cultural Construction of Negotiation: AParadigm for Theory and Researeh.In Gannon，M and Newman，K L (eds.) Handbook ofCross-Cultural Managemenr. NewYork:Blackwell，2002.
[90] Roger J.Volkema. Demographic Cultural and Economic Predictors of Perceived Ethicality ofNegotiation Behavior: A Nine-country Analysis. Journal of Business Research,2004,57:69-78.
[91] Kremeniuk, Viktor Aleksandrovich. International Negotiation: Analysis, Approaches, Issues.2nd ed. San Francisco: Jossey-Bass,2002.
[92]柯里著,朱丹等译.国际谈判:国际商务谈判的策划与运作.北京:经济科学出版社,2002.
[93]陈海花.国际商务谈判中的跨文化因素分析.江西社会科学,2007,1:15-19.
[94]毛伟.国际商务谈判中的跨文化问题及沟通技巧.商场现代化,2007,18:22-26.
[95] Graham, J.L. and Lam, N.M. The Chinese Negotiation. Harvard Business Review,2003,81(10):82–91.
[96] Ghauri, P., Fang, T. Negotiating With the Chinese: A Socio-Cultural Analysis. Journal ofWorld Business,2001,36(3):303-326.
[97] Wimsatt A M, Calantone R L. Intra and Inter-cultural Negotiations: a Chinese Buyer’sPerspective. Journal of Marketing-Theory and Practice,1995,6(1):78-90.
[98] Salacuse J. Making Global Deals. Boston: Houghton Mifflin,1991.
[99]徐洁.浅析国际商务谈判中的文化差异.商场现代化,2007,11:26-34.
[100] Leung, K. Beliefs in Chinese culture. In M. H. Bond (Eds.) Oxford Handbook of ChinesePsychology. New York, NY: Oxford University Press.2010:221-240.
[101] Gelfand, M J. Nishii，L H, Holcombe, K M, Dyer, N, Ohbuchi, K I, and Fukuno, M. CulturalInfluences on Cognitive Representations of Confliet: Interpretations of Conflict Episodes inthe United States and Japan. Journal of Applied Psyehology，2001，86，(6).
[102] Adair, W. L., Okumura, T.,&Brett, J. M. Negotiation Behavior When Cultures Collide: TheUnited States and Japan. Journal of Applied Psychology,2001,86,371–385.
[103] Graham J L, Mintu A T, Rodgers W. Explorations of Negotiation Behaviors in Ten ForeignCultures Using a Model Developed in the United States. Management Science.1994,40(1):72-95.
[104] Nigel C G., Graham J L, Jolibert A, Meissner H G. Marketing Negotiations in France,Germany, the United Kingdom, and the United States. Journal of Marketing,1988,52(4):49-62.
[105] Graham J L. Cross-cultural Marketing Negotiations: A Laboratory Experiment. MarketingScience.1985,4(2):130-146.
[106] Graham J L. Brazilian, Japanese, and American Business Negotiations. Journal of InternationalBusiness Studies,1983,14(1):47–61.
[107] Adler, Nancy J., Richard Brahm&John L. Graham. Strategy Implementation: A Comparisonof Face-to-face Negotiations in the People's Republic of China and the United States. StrategicManagement Journal,1992,13:449-466.
[108] Adler N J, Graham J L. Cross-Cultural Interaction: The International Comparison Fallacy.Journal of International Business Studies,1989,20(3):515-537.
[109] Adler, Graham and Schwarz. Business Negotiations in Canada, Mexico and the United States.Journal of Business Research,1987,15:411-429.
[110] Faure, G. O. and J. Z. Rubin. Culture and Negotiation. Negotiation Journal,1993,9(4):380-381.
[111] Pinkley R L. Dimensions of Conflict Frame: Disputant Interpretations of Conflict. Journal ofApplied Psychology,1990,75:117-12.
[112]陈德湖.浅谈“如何进行成功的商务谈判”.河北建筑工程学院学报,2002,2:34-38.
[113]王信海.商业谈判中的让步.外向经济,1999,11:23-29.
[114]贺建军.商务谈判的技巧和策略.内蒙古统计,2004,2:33-46.
[115] De Dreu C K W, Carnevale P J. Motivational Bases of Information Processing and Strategy inConflict and Negotiation. In: M Zanna (Ed.) Advances in Experimental Social Psychology.San Diego, CA: Academic Press,2003：235~291.
[116]张真，皇甫刚.影响整合式谈判的情境因素和过程因素.心理科学进展，2007,15（3）:518-523.
[117] Weiss S. Analysis of Complex Negotiations in International Business: The RBC Perspective.Organization Science,1993,4(2):269-300.
[118] Leung, K., Tong, K.K.&Ho, S.S.Y. Effects of Interactional Justice on Egocentric Bias inResource Allocation Decisions. Journal of Applied Psychology,2004,89(3):405-415.
[119] Olekalns, M., P. L. Smith. Social Value Orientations and Strategy Choices in CompetitiveNegotiations. Personality and Social Psychology Bulletin,1999,25:657–668.
[120] Gerben A. Van Kleef. Power and Emotion in Negotiation: Power Moderates the InterpersonalEffects of Anger and Happiness on Concession Making, European Journal of SocialPsychology,2006,36：557–581.
[121] Barry B&Friedman R.A. Bargainer Characteristics in Distributive and Integrative Negotiation.Journal of Personality and Social Psychology.1998,74(2):345–359.
[122] Maxwell, S., Nye, P.,&Maxwell, N. Less Pain, Some Gain: The Effects of Priming Fairnessin Price Negotiations. Psychology&Marketing,1999,16(7):545-562.
[123] Giebels, E., De Dreu, C.W.,Van de Vliert, E.. Interdependence in Negotiation: Effects of ExitOptions and Social Motive on Distributive and Integrative Negotiation. European Journal ofSocial Psychology,2000,30:255-272.
[124] Baron, R. A. Reducing Organizational Conflict: An Incompatible Response Approach. Journalof Applied Psychology,1984,69(2):272-279.
[125] Baron, R. A. Environmentally Induced Positive Affect: It’s Impact on Self-efficacy, TaskPerformance, Negotiation, and Conflict. Journal of Applied Social Psychology,1990,20(5):368-384.
[126] Isen, A. M., Patrick, R. The Effect of Positive Feelings on Risk Taking: When the Chips isdown. Organizational Behavior&Human Performance,1983,31(2):194-202.
[127] Weingart, L., Olekalns, M. Communication Processes in Negotiation, in M.Gelfand&J. Brett（Eds). Handbook of Culture and Negotiation. Stanford University Press,2004.
[128] Oatley, K.&J.M. Jenkins. Human Emotions: Functions and Dysfunctions, Annual Review ofPsychology,1992,43:55-85.
[129] Forgas, J. On Feeling Good and Getting Your Way: Mood Effects on Negotiator Cognitionand Bargaining Strategies. Journal of Personality and Social Psychology,1998,74(3):565–577.
[130] Rubin, J.Z, Sander, F.E. Culture, Negotiation and the Eye of the Beholder, Negotiation Journal,1991,7(3):249-254.
[131] Morris, M.W., Williams, K.Y., Leung, K., Bhatnagar, D., Li, J.F., Kondo, M., Luo, J. L. Hu,J.C. Conflict Management Style: Accounting for Cross-National Differences. Journal ofInternational Business Studies,1998,29(4):729-748.
[132]陈维政，Paltiel，J.，黄登仕.中国、北美企业家商务谈判行为及其价值观念的比较.中国社会科学,2000,2:74-86.
[133] Graham, J.L. The Influence of Culture on the Process of Business Negotiations. Journal ofInternational Business Studies,1985,16(1):81-96.
[134] Brett, J. M.,&Okumura, T. Inter and Intra-cultural Negotiation: U.S. and JapaneseNegotiators. Academy of Management Journal,1998,41(5):495-510.
[135] L. Roy, Saunders, D.&Barry, B. Negotiation.5ed. Irwin: McGraw Hill，2005.
[136]张志学,韩玉兰.(2004).回报谨慎对谈判过程和谈判结果的影响.心理学报,36,370–37.
[137]温忠麟，张雷,侯杰泰，刘红云.中介效应检验程序及其应用.心理学报,2004,36(5):614~620.
[138]温忠麟，侯杰泰，张雷.调节效应与中介效应的比较和应用.心理学报,2005,37(2):268-274.
[139]韩玉兰、张志学、王敏。走向双赢：动机倾向和信息分享质量在整合性谈判过程中的作用。心理学报，2010，42（2）：288-303.
[140] Janosik R. Rethinking the Culture-Negotiation Link. Negotiation Journal,1987,3(4):385–395.
[141] Edward Kass. Interactional Justice, Negotiator Outcome Satisfaction, and Desire for FutureNegotiations International. Journal of Conflict Management,2008,19(4):319-338.
[142] Carsten K.W.De Dreu, Bianca Beersma, Martin C. Euwema. Motivated InformationProcessing, Strategic Choice, and the Quality of Negotiated Agreement. Journal of Personalityand Social Psychology,2006,90(6):927–943.
[143] Crosby L A, K R Evans, D Cowles. Relationship Quality in Services Selling: An InterpersonalInfluence Perspective. Joumal of Marketing,1990,54:68~81.
[144]王敏，张志学，韩玉兰.谈判者第一次出价对谈判破裂的影响：角色调节的作用.心理学报,2008,40(3):339-349.
[145] Heike Hennig-Schmidt, Li Zhuyu. On Power in Bargaining: An Experimental Study inGermany and The People’s Republic of China. Nankai Business Review,2006,9(2):31-38
[146]Adair, WL, and Brett, JM. The Negotiation Dance:Time，Culture，and Behavioral Sequenees inNegotiation.Organizational Scienee，2005，16，(1).
[147]张志学，魏昕.组织中的冲突回避：弊端、缘由与解决方案.南京大学学报，2011,6:121-157.
[148] Kirkbride, P. S., S. Tang, R. I. Westwood. Chinese Conflict Preference and NegotiationBehavior: Cultural and Psychological Influences. Organization Studies,1991,12:365-386.
[149] Morris, M. W. et al. Conflict management Style: Accounting for Cross-National Difference.Journal of International Business Studies,1998,29:729-748.
[150] K. leung, F. Brew, Zhang Z.X., Zhang Y. H. Harmony and Conflict: A Cross-CulturalInvestigation in China and Australia. Journal of Cross-culture Psychology,2010,42(5):795-816.
[151]Graebner, Melissa E. Caveat Venditor: Trust Asymmetries in Acquisitions of EntrepreneurialFirms. Academy of Management Journal,2009,52:435-472.