Dignity, face, and honor cultures: A study of negotiation strategy and outcomes in three cultures
比较美国（尊严文化）、中国（面子文化）和卡塔尔（荣誉文化）的谈判策略与结果，发现荣誉和面子文化比尊严文化更依赖竞争性策略，并解释了东亚谈判中和谐规范与竞争现实之间的矛盾。
Summary This study compares negotiation strategy and outcomes in countries illustrating dignity, face, and honor cultures. Hypotheses predict cultural differences in negotiators' aspirations, use of strategy, and outcomes based on the implications of differences in self‐worth and social structures in dignity, face, and honor cultures. Data were from a face‐to‐face negotiation simulation; participants were intra‐cultural samples from the USA (dignity), China (face), and Qatar (honor). The empirical results provide strong evidence for the predictions concerning the reliance on more competitive negotiation strategies in honor and face cultures relative to dignity cultures in this context of negotiating a new business relationship. The study makes two important theoretical contributions. First, it proposes how and why people in a previously understudied part of the world, that is, the Middle East, use negotiation strategy. Second, it addresses a conundrum in the East Asian literature on negotiation: the theory and research that emphasize the norms of harmony and cooperation in social interaction versus empirical evidence that negotiations in East Asia are highly competitive. Copyright © 2016 John Wiley & Sons, Ltd.