Islamic values and negotiator behavior

Abstract

Purpose

The purpose of this study is to examine whether and how the fundamental Islamic values of Arab Muslim business negotiators influence their views of the negotiation process and negotiation behavior.

Design/methodology/approach

The study is based on an interpretive qualitative approach. The data were obtained by semi-structured interviews. The participants were managers whose role entails negotiations as an essential component of their job.

Findings

For Arab Muslim negotiators, the use of knowledge is associated with a moral imperative of being truthful and using knowledge responsibly. The virtues of honesty, transparency, trust, integrity, fairness, peace, respect and concern for the counterpart’s negotiation outcomes emerged as important considerations for Arab Muslim negotiators.

Research limitations/implications

All the research participants were from an Arab Islamic country. Empirical data obtained from non-Arab Islamic respondents can provide further insights into how religious beliefs shape negotiation behavior of Muslim negotiators.

Practical implications

The international negotiation practitioners involved in cross-cultural negotiations in the Arabian Gulf should consider their counterpart’s behavioral patterns and expectations shaped by the Islamic faith. Appreciating what matters to an Arab Muslim negotiator will increase the probability of a positive negotiation experience and the likelihood of attaining negotiation goals.

Originality/value

The study contributes to the literature on innovative management practices by emphasizing the need to broaden the knowledge of a cultural perspective of management innovation. Innovative interventions in intercultural negotiations should include a consideration of the counterparts’ religious beliefs in both intra- and inter-firm bargaining situations.

Citation

Bachkirov, A.A. and AlAbri, S. (2016), "Islamic values and negotiator behavior", International Journal of Islamic and Middle Eastern Finance and Management, Vol. 9 No. 3, pp. 333-345. https://doi.org/10.1108/IMEFM-08-2015-0094