International Theatre Festivals and Twenty-First-Century Interculturalism

Ric Knowles' study is a politically urgent, erudite intervention into the ecology of theatre and performance festivals in an international context. Since the 1990s there has been an exponential increase in the number and type of festivals taking place around the world. Events that used merely to be events are now 'festivalized': structured, marketed, and promoted in ways that stress urban centres as tourist destinations and “creative cities” as targets of corporate enterprise. Ric Knowles examines the structure, content, and impact of international festivals that draw upon and represent multiple cultures and the roles they play in one of the most urgent processes of our times: intercultural negotiation and exchange. Covering a vast geographical sweep and exploring festival models both new and ancient, the work sets compelling new standards of practice for post-pandemic festivals.

Cultural intelligence predicts intercultural negotiation effectiveness

<p>The current research project aims to replicate Imai and Gelfand’s (2010) study examining cultural intelligence (CQ) as a predictor of intercultural negotiation effectiveness in an experimental setting. Research on culture and negotiation to date has mainly focused on comparing negotiation processes and styles within mono-cultural teams across cultural boundaries rather than examining them in intercultural settings (with negotiators from different cultures interacting with each other). There is now evidence suggesting that negotiators behave differently in intra- and intercultural negotiation settings. Furthermore, outcomes for intercultural negotiations are generally suboptimal compared to intracultural negotiations. Correlational findings by Imai and Gelfand (2010) suggested that CQ functions as a predictor of intercultural negotiation outcomes. We hypothesise that CQ, an individual’s ability to adapt and perform effectively in intercultural situations, can predict intercultural negotiation effectiveness beyond individual characteristics that have been shown to predict intracultural negotiation effectiveness (i.e., cognitive ability, emotional intelligence, and the Big 5 personality traits). We experimentally manipulated group compositions to examine the effect of CQ on intercultural negotiation. Findings support the hypothesis that cultural intelligence predicts intercultural negotiation effectiveness, while controlling for cognitive ability, emotional intelligence, and personality. Examining the importance of individual CQ dimensions, we found overall CQ to drive intercultural negotiation outcomes rather than any one particular factor. Theoretical and applications implications are discussed.</p>

Cultural intelligence predicts intercultural negotiation effectiveness

<p>The current research project aims to replicate Imai and Gelfand’s (2010) study examining cultural intelligence (CQ) as a predictor of intercultural negotiation effectiveness in an experimental setting. Research on culture and negotiation to date has mainly focused on comparing negotiation processes and styles within mono-cultural teams across cultural boundaries rather than examining them in intercultural settings (with negotiators from different cultures interacting with each other). There is now evidence suggesting that negotiators behave differently in intra- and intercultural negotiation settings. Furthermore, outcomes for intercultural negotiations are generally suboptimal compared to intracultural negotiations. Correlational findings by Imai and Gelfand (2010) suggested that CQ functions as a predictor of intercultural negotiation outcomes. We hypothesise that CQ, an individual’s ability to adapt and perform effectively in intercultural situations, can predict intercultural negotiation effectiveness beyond individual characteristics that have been shown to predict intracultural negotiation effectiveness (i.e., cognitive ability, emotional intelligence, and the Big 5 personality traits). We experimentally manipulated group compositions to examine the effect of CQ on intercultural negotiation. Findings support the hypothesis that cultural intelligence predicts intercultural negotiation effectiveness, while controlling for cognitive ability, emotional intelligence, and personality. Examining the importance of individual CQ dimensions, we found overall CQ to drive intercultural negotiation outcomes rather than any one particular factor. Theoretical and applications implications are discussed.</p>

When anger and happiness generate concessions: investigating counterpart’s culture and negotiation intentions

Purpose Drawing from the emotions as social information theory, this paper aims to investigate the differential effects of emotions in inter vs intracultural negotiations. Design/methodology/approach The authors used one face-to-face negotiation and two experimental scenario studies to investigate the influence of emotions (anger vs happiness) and negotiation type (intercultural vs intracultural) on concession behavior. Findings Across the three studies, the results consistently show that angry opponents from a different national culture obtain larger concessions from negotiators. A face-to-face negotiation shows that happy opponents from the same culture are able to obtain larger concessions from negotiators. Additionally, the negotiator’s intentions to compromise and yield mediate the relationship between the interaction of emotions and counterpart’s culture on concessions. Research limitations/implications Two limitations are that the studies were conducted in a single country and that they use different types of role-playing designs. The empirical implications provide evidence of the moderating effect of the counterpart’s culture on the effect of anger on concessions. Then, providing two different mechanisms for concessions. Practical implications The research helps global negotiators who face counterparts from different nationalities. It suggests that these negotiators should be mindful of their counterpart’s emotions in intercultural negotiation as anger seems to generate more concessions in this setting. Originality/value The article is among the first studies to show that the combination of the counterpart’s culture and emotions has an effect on concessions in negotiation. Compromising and yielding are mediating mechanisms for this moderated effect. As opposed to previous studies that use one type of research design, the research combines face-to-face and scenario methodologies to test the predictions.

Making Bluegrass at Home, Abroad, and in Between

The author's tours with the band Roll's Boys, and the experiences of banjoist Richard Ciferský show how Czech and Slovak players form a transitional layer between local European groups and American bluegrass "stars." Czech instrument makers – notably Jaroslav Průcha, Zdeněk Roh, and Ondřej Holoubek have created a niche for their products abroad, through craftsmanship, high-tech lutherie, intercultural negotiation, and personal passion. The author's forays into the physical business of these bluegrass projects illustrate the difficulties of carrying out bluegrass projects in the Czech Republic, the benefits of transnational connections, and the centrality of relationship to these connections and projects.

Culture and negotiation strategy

Purpose This study aims to explain to negotiators how to go about learning about their counterpart’s interests and priorities and the strategies they are likely to bring to the intercultural negotiation table. Design/methodology/approach This study provides a review of theoretical and empirical literature on culture and negotiation strategy. Findings This study helps to understand the counterpart’s environment, including recent developments on the political economic and social front that define and constrain the role of the firm in society, affect the firm’s access to capital, generate the criteria by which society evaluates the firm and determine the level of involvement of government in the firm’s affairs. This study also explains how to investigate the counterpart’s interests and priorities – the motivations that underlie negotiator’s positions. Finally, it explains how to use multi-issue offers (MIOs) and patterns of changes in MIOs to infer the counterpart’s interests and priorities. Originality/value Negotiating in a global environment benefits from a clear understanding of how negotiators’ cultures influence their interests and priorities and the strategies they bring to the intercultural negotiation table.