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Culture, Cognition and Conflict: How Neuroscience Can Help to Explain Cultural Differences in Negotiation and Conflict Management

In: Neuroeconomics and the Firm

Author

Listed:
  • John F. McCarthy
  • Carl A. Scheraga
  • Donald E. Gibson

Abstract

The ideal firm has been studied over several centuries, yet little is known about what makes one successful and another fail. This pioneering book brings together leading researchers investigating the concept of the firm from a neuroscientific perspective.

Suggested Citation

  • John F. McCarthy & Carl A. Scheraga & Donald E. Gibson, 2010. "Culture, Cognition and Conflict: How Neuroscience Can Help to Explain Cultural Differences in Negotiation and Conflict Management," Chapters, in: Angela A. Stanton & Mellani Day & Isabell M. Welpe (ed.), Neuroeconomics and the Firm, chapter 14, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:13502_14
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    References listed on IDEAS

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    1. Wendi L. Adair & Jeanne M. Brett, 2005. "The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation," Organization Science, INFORMS, vol. 16(1), pages 33-51, February.
    2. Gonzalez, Cleotilde & Dana, Jason & Koshino, Hideya & Just, Marcel, 2005. "The framing effect and risky decisions: Examining cognitive functions with fMRI," Journal of Economic Psychology, Elsevier, vol. 26(1), pages 1-20, February.
    3. Adler, Nancy J. & Graham, John L. & Gehrke, Theodore Schwarz, 1987. "Business negotiations in Canada, Mexico, and the United States," Journal of Business Research, Elsevier, vol. 15(5), pages 411-429, October.
    4. John L Graham, 1985. "The Influence of Culture on the Process of Business Negotiations: An Exploratory Study," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 16(1), pages 81-96, March.
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