Cross-cultural differences in resolving union-management conflict through negotiations

Abstract

Examined cross-cultural behavioral differences in a conflict resolution situation in Denmark, Spain, Sweden, Switzerland, and the United Kingdom. A union-management negotiation exercise was the basis for the data provided by 260 managers in the 5 countries. The effect of cultural differences on strategy development, negotiating behavior and outcomes, and role perception was examined. Findings point to a relationship between the countries' economic and social environment and behavior in conflict situations. With increase in economic level, an increase in emphasis on welfare benefits and in time needed to resolve the conflict is noticed. Differences between the countries advise against collapsing of samples of geographic proximity or assumed cultural similarities. (22 ref.) (PsycInfo Database Record (c) 2025 APA, all rights reserved)