How Power Distance Interacts with Culture and Status to Explain Intra‐ and Intercultural Negotiation Behaviors: A Multilevel Analysis

Meina Liu

doi:10.1111/ncmr.12140

How Power Distance Interacts with Culture and Status to Explain Intra‐ and Intercultural Negotiation Behaviors: A Multilevel Analysis

Negotiation and Conflict Management Research ◽

10.1111/ncmr.12140 ◽

2018 ◽

Vol 12 (3) ◽

pp. 192-212 ◽

Cited By ~ 1

Author(s):

Meina Liu

Keyword(s):

Multilevel Analysis ◽

Power Distance ◽

Intercultural Negotiation

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What Makes Some Intercultural Negotiations More Difficult Than Others? Power Distance and Culture-Role Combinations

Communication Research ◽

10.1177/0093650216631096 ◽

2016 ◽

Vol 46 (4) ◽

pp. 555-574 ◽

Cited By ~ 6

Author(s):

Meina Liu ◽

Lin Zhu ◽

Ioana A. Cionea

Keyword(s):

Low Power ◽

High Power ◽

Information Exchange ◽

Power Distance ◽

High Status ◽

Culturally Different ◽

Negotiation Processes ◽

High Power Distance ◽

Intercultural Negotiation ◽

Practical Implications

This study examines whether and how intercultural negotiation dyads that vary in culture-role combinations experience different negotiation processes and outcomes. Participants completed an employment contract negotiation with a culturally different counterpart. Results indicated that high-status, high-power distance negotiators paired with low-status, low-power distance negotiators experienced more anger, placed less emphasis on cooperative goals, used less priority information exchange, and, consequently, gained less joint profits than high-status, low-power distance negotiators paired with low-status, high-power distance negotiators. Theoretical and practical implications of the study are discussed.

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Power Values and Power Distance Moderate the Relationship Between Workplace Supervisory Power and Job Satisfaction

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000257 ◽

2020 ◽

Vol 19 (3) ◽

pp. 135-141

Author(s):

Kenneth D. Locke

Keyword(s):

Job Satisfaction ◽

Multilevel Modeling ◽

Power Distance ◽

European Social Survey ◽

Social Survey ◽

The Relationship ◽

Workplace Power ◽

Over Time

Abstract. Person–job (or needs–supplies) discrepancy/fit theories posit that job satisfaction depends on work supplying what employees want and thus expect associations between having supervisory power and job satisfaction to be more positive in individuals who value power and in societies that endorse power values and power distance (e.g., respecting/obeying superiors). Using multilevel modeling on 30,683 European Social Survey respondents from 31 countries revealed that overseeing supervisees was positively associated with job satisfaction, and as hypothesized, this association was stronger among individuals with stronger power values and in nations with greater levels of power values or power distance. The results suggest that workplace power can have a meaningful impact on job satisfaction, especially over time in individuals or societies that esteem power.

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