Research Papers
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Negotiation & Conflict
Conflict is inevitable, and it is how conflict is managed that helps or hinders human groups. Our research explores the conditions under which conflict can originate and spread in cultural systems and how norms for conflict management develop. We also explore the way that individuals and groups negotiate about conflict issues, and the different processes through which successful negotiation agreements occur within and across cultures. Our work examines culture universality and specificity in the etiology of revenge and forgiveness, as well as the cultural psychology of terrorism. We also focus on empowerment in negotiation, and explore how stigmatized individuals can overcome limitations to their negotiation authority.
See papers in this area below.
Gelfand, M. J., Brett, J., Gunia, B. C., Imai, L., Huang, T. J., & Hsu, B. F. (2013). Toward a culture-by-context perspective on negotiation: Negotiating teams in the United States and Taiwan. Journal of Applied Psychology, 98(3), 504.
Gelfand, M. J., Leslie, L. M., Keller, K., & de Dreu, C. (2012). Conflict cultures in organizations: How leaders shape conflict cultures and their organizational-level consequences. Journal of Applied Psychology, 97(6), 1131.
Gelfand, M., Shteynberg, G., Lee, T., Lun, J., Lyons, S., Bell, C., ... & Abdel-Latif, A. H. (2012). The cultural contagion of conflict. Philosophical Transactions of the Royal Society B: Biological Sciences, 367(1589), 692-703.
Fehr, R., & Gelfand, M. J. (2012). The forgiving organization: A multilevel model of forgiveness at work. Academy of Management Review, 37(4), 664-688.
Leslie, L. M. & Gelfand, M. J. (2012). The cultural psychology of social influence: Implications for organizational politics. G. R. Ferris & D. C. Trea dway (Eds.), Politics in organizations: Theory and Research Considerations. New York, NY: Taylor & Francis Publishing
Gelfand, M. J., Severance, L., Fulmer, C. A., & Dabbagh, M. A. Explaining and predicting cultural differences in negotiation. (2012). In G. Bolton & R. Croson (Eds.) Handbook of Negotiation: Experimental Economic Perspectives. New York, NY: Oxford University Press.
Liu, L. A., Friedman, R., Barry, B., Gelfand, M. J., & Zhang, Z. X. (2012). The dynamics of consensus building in intracultural and intercultural negotiations. Administrative Science Quarterly, 57(2), 269-304.
Fulmer, C.A., & Gelfand, M. J. (2012). In whom (and at what level) we trust: Trust across multiple organizational levels. Journal of Management. 38(4), 1167-1230.
Gelfand, M. J., & Gal, K. Negotiating in a brave new world: Challenges and opportunities for the field of negotiation science. (2012). In B. Goldman & D. Shapiro (Eds.) The Psychology of Negotiations in the 21st Century Workplace. New York, NY: Psychology Press/Routledge.
Gelfand, M. J., Frese, M., & Salmon, E. (2011). Cultural influences on errors: Prevention, detection, and management. In M. Frese & D. Hoffman (Eds.) Errors in Organizations, 273315. London: Psychology Press/Taylor and Francis Group.
Lun, J., Lyons, S., Gelfand, M. J., & Shteynberg, G. (2011). Descriptive Norms as Carriers of Culture in Negotiation. International Negotiation, 16(3), 361-381.
Gal, Y. A., Kraus, S., Gelfand, M., Khashan, H., & Salmon, E. (2011). An adaptive agent for negotiating with people in different cultures. ACM Transactions on Intelligent Systems and Technology, 3(1), 8.
Gelfand, M. J., Fulmer, C. A., & Severance, L. (2011). The psychology of negotiation and mediation. In S. Zedeck (Ed.), APA Handbooks in Psychology. APA Handbook of Industrial and Organizational Psychology: Maintaining, Expanding, and Contracting the Organization. 3, 495-554.
Imai, L., & Gelfand, M. J. (2010). The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on negotiation sequences and outcomes. Organizational Behavior and Human Decision Processes, 112(2), 83-98.
Ramesh, A., & Gelfand, M. J. (2010). Will they stay or will they go? The role of job embeddedness in predicting turnover in individualistic and collectivistic cultures. Journal of Applied Psychology, 95(5), 807.
Fehr, R., & Gelfand, M. J. (2010). When apologies work: How matching apology components to victims’ self-construals facilitates forgiveness. Organizational Behavior and Human Decision Processes, 113(1), 37-50.
Fehr, R., Gelfand, M.J., & Nag, M. (2010). The road to forgiveness: A meta-analytic synthesis of its situational and dispositional correlates. Psychological Bulletin. 136(5), 894.
Gelfand, M. J., Leslie, L., & Keller, K. (2008). On the etiology of conflict cultures in organizations. Research in Organizational Behavior, 28, 137-166.
Gelfand, M., Duan, L., & Pinkley, R. (2005). When, where and how: the use of multidimensional scaling methods in the study of negotiation and social conflict. International Negotiation, 10(1), 79-96.
Yamaguchi, S., Gelfand, M., Ohashi, M. M., & Zemba, Y. (2005). The cultural psychology of control: Illusions of personal versus collective control in the United States and Japan. Journal of Cross-Cultural Psychology, 36(6), 750-761.
Kashima, Y., Kashima, E. S., Gelfand, M., Goto, S., Takata, T., Takemura, K., & Zhang, Z. (2003). War and peace in East Asia: Sino-Japanese relations and national stereotypes. Peace and Conflict, 9(3), 259-276
Gelfand, M. J. & McCusker, C. (2002). Metaphor and the cultural construction of negotiation: A paradigm for theory and research. In M. Gannon & K. L. Newman (Eds.) Handbook of Cross-Cultural Management 292-314. New York, NY: Blackwell.
Gelfand, M. J., Higgins, M., Nishii, L. H., Raver, J. L., Dominguez, A., Murakami, F., ... & Toyama, M. (2002). Culture and egocentric perceptions of fairness in conflict and negotiation. Journal of Applied Psychology, 87(5), 833.
Gelfand, M. J., Nishii, L. H., Holcombe, K. M., Dyer, N., Ohbuchi, K. I., & Fukuno, M. (2001). Cultural influences on cognitive representations of conflict: Interpretations of conflict episodes in the United States and Japan. Journal of Applied Psychology, 86(6), 1059-1074.
Triandis, H. C., Carnevale, P., Gelfand, M., Robert, C., Wasti, S. A., Probst, T., ... & Kim, U. (2001). Culture and deception in business negotiations: A multilevel analysis. International Journal of Cross Cultural Management, 1(1), 73-90.
Brockner, J., Ackerman, G., Greenberg, J., Gelfand, M. J., Francesco, A. M., Chen, Z. X., ... & Shapiro, D. (2001). Culture and procedural justice: The influence of power distance on reactions to voice. Journal of Experimental Social Psychology, 37(4), 300-315.
Gelfand, M., & Dyer, N. (2000). A cultural perspective on negotiation: Progress, pitfalls, and prospects. Applied Psychology, 49(1), 62-99.
Gelfand, M. J., Spurlock, D., Sniezek, J. A., & Shao, L. (2000). Culture and social prediction: The role of information in enhancing confidence in social predictions in the United States and China. Journal of Cross-Cultural Psychology, 31(4), 498-516.
Gelfand, M. J., & Christakopoulou, S. (1999). Culture and negotiator cognition: Judgment accuracy and negotiation processes in individualistic and collectivistic cultures. Organizational Behavior and Human Decision Processes, 79(3), 248-269.
Gelfand, M. J., & Realo, A. (1999). Individualism-collectivism and accountability in intergroup negotiations. Journal of Applied Psychology, 84(5), 721.