Modification of affective events theory for cross-cultural communication/negotiation

Ma, R.M.M. and Härtel, C. E. J. (2005). Modification of affective events theory for cross-cultural communication/negotiation. In: Third Brisbane Symposium on Emotions and Worklife: Program and Book of Abstracts. Third Brisbane Symposium of Emotions in Worklife, Brisbane, Australia, (7-9). 25 November 2005.

Author Ma, R.M.M.
Härtel, C. E. J.
Title of paper Modification of affective events theory for cross-cultural communication/negotiation
Conference name Third Brisbane Symposium of Emotions in Worklife
Conference location Brisbane, Australia
Conference dates 25 November 2005
Proceedings title Third Brisbane Symposium on Emotions and Worklife: Program and Book of Abstracts
Place of Publication Nathan, Qld, Australia
Publisher Griffith Business School
Publication Year 2005
Sub-type Published abstract
ISBN 192095250519
Start page 7
End page 9
Total pages 3
Language eng
Abstract/Summary A particular area of emotions research that is still in its infancy is cross-cultural communication/negotiation. There appear to be a number of ways in which emotions may influence cross cultural communication/ negotiation, and identifying the specific cultural perspectives involved is important in modelling these. In the case of the Sino- Australian negotiation process, the most relevant seem to be the post-decision emotions that occur when a decision is reached with strong emotions involved. This can cause major problems in negotiation, as the Chinese society tends to base negotiation on trust while Western societies tend to be based on legalities. So, the idea of a binding contract is not as important in Chinese culture as it is to the West but conformity with one’s emotions is. Research suggests that moral obligation is perceived by the Chinese as less significant compared to one’s emotion, especially when revenge is involved (White & Härtel, 2004). It is well accepted that AET is a good starting point for research into emotions, as it is a simple framework which is logical to follow and allows researchers to look at emotions in organisations adapting other existing concepts (Ashkanasy, Hartel, & Daus, 2002). In our work, we begin with Affective Events Theory (Weiss & Cropanzano, 1996), then combine it with George, Jones, and Gonzalez’ (1998) model which describes the affect of negotiators in cross-cultural negotiations and Griffith’s (2002) model for international communication effectiveness. In our refined model, modifying from AET (see Figure 1), ‘Culture founded communications patterns (i.e. national and organisational)’ of the communicators/negotiators of each side involved in the cross cultural communication/negotiation, can lead to the occurrence of ‘Events in the communication Environment (i.e. cultural interaction, and communication)’. For example, the Australian managers, can have considerably different communication/negotiation styles and patterns to the Chinese counterpart, and visa versa. This inevitably, can lead to 8 certain events occurring in the cultural interactions of the Australian and their Chinese counterpart. In addition, the ‘affective communication competence (i.e. individual differences)’ of the communicating/negotiating parties can have an influence on the events in the communication environment, which can directly impact on the ‘affective events’. These events can trigger off emotions, which in turn, can impact on the negotiating parties’ perception of ‘the event as an uplift’ or perception of ‘the event as a hassle’. This perception influences the negotiator’s ‘moods and emotions during communication’, which can influence ‘the ‘affect-driven behaviour’ (i.e. flexibility, and coordination)’of the communicators, and enable them to either be more flexible and willing to coordinate or to be inflexible and unwilling to coordinate during the communication. Whether the communicators experience positive emotions (positive affect) or negative emotions (negative affect) determines, in part, whether there is a positive or negative impact on the negotiator’s ‘Perception of Relational Quality (i.e. trust, commitment, and satisfaction)’. It is also suggested that the higher or lower level of relational quality in the negotiating parties (more trust, commitment and satisfaction) in the negotiation can consequently, determine the success of the ‘Judgment-Driven Behaviour (i.e. Contract renewals, purchase orders, amount of information shared, and reduced costs)’, which translates into a better communication or negotiation outcome. The ‘Culture founded communications patterns (i.e. national and organisational)’ of the communicator/negotiator of each side involved in the cross cultural communication/negotiation can also influence the‘perception of relational quality’, which can again have an impact on the ‘judgment-driven behaviour of the communication outcome.
Q-Index Code EX
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Conference Paper
Collection: UQ Business School Publications
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Created: Mon, 18 Jul 2011, 14:59:56 EST by Professor Charmine Hartel on behalf of UQ Business School