Our research on culture and conflict management focuses on the information exchange and decision-making processes in dyadic and group negotiation. In the context of transactional negotiation, we examine how negotiators act and react to one another, how these patterns are influenced by national culture, and how they change when someone negotiates across cultures. In the area of decision making, we examine how culture influences susceptibility to common cognitive biases and decisions to cooperate or compete. In the case of workplace conflict, parties often come to the table with high emotion, often feeling wronged; they may not expect to reach a deal; and communication is typically constrained. Because conversations in conflict negotiations are oftentimes centered around persuading the other party to see one’s point of view, we use this context to study the use of influence and persuasion strategies in negotiation.