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Effects of time processing orientation, agreement preferences and attitude towards foreign businessmen on negotiation adaptation

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  • Swee Hoon Ang
  • Teo, Georgina

Abstract

An experiment was conducted among Singaporean executives to determine how they adapt to a foreign partner depending on the partner's time processing orientation and agreement preferences, and their attitude towards businessmen from the country the foreign partner was from. Results showed that Singaporean executives tended to have monochronic time processing and preferred written to oral agreements. Further, when a foreign partner exhibited a monochronic processing orientation, these executives had greater liking for and were more willing to accept this trait than when he had a polychronic processing orientation. Liking for the foreign partner was also enhanced. In terms of agreement preferences, the executives showed greater liking for and willingness to accept the trait when the foreign partner had a written than an oral preference. Finally, willingness to accept the foreign partner as a business partner was enhanced once they knew where the foreign partner came from, regardless of their attitude towards businessmen from that country. Implications are discussed and directions for future research furnished.

Suggested Citation

  • Swee Hoon Ang & Teo, Georgina, 1997. "Effects of time processing orientation, agreement preferences and attitude towards foreign businessmen on negotiation adaptation," International Business Review, Elsevier, vol. 6(6), pages 625-640, December.
    • Handle: RePEc:eee:iburev:v:6:y:1997:i:6:p:625-640
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    References listed on IDEAS

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    Cited by:

    1. Saorín-Iborra, M. Carmen, 2008. "Time pressure in acquisition negotiations: Its determinants and effects on parties' negotiation behaviour choice," International Business Review, Elsevier, vol. 17(3), pages 285-309, June.
    2. Al-Khatib, Jamal A. & Malshe, Avinash & AbdulKader, Mazen, 2008. "Perception of unethical negotiation tactics: A comparative study of US and Saudi managers," International Business Review, Elsevier, vol. 17(1), pages 78-102, February.

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