Do Negotiators From Different Cultures Achieve Similar Levels of Joint Gains?

Brett (2007) reported on the intracultural negotiation performance of managers from 11 cultures. Her data were collected using a stan­dardized, quantifiable negotiation simulation with integrative potential.⁵ She reports that, across cultures, managers seldom maximize joint gains (i.e., they frequently leave value on the table). Moreover, managers from the United States achieve about the same level of joint gains as managers from Brazil, Germany, Israel, and Japan. However, managers from Hong Kong, China, Russia, and India reach lower joint gains. We discuss possible explana­tions for these differences later in the chapter.