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s’ attitudes (or tendency) towards bargaining, and very few dealt with bargaining styles. Since today’s business transactions, including retailing, transcend national and cultural boundaries, it is important for managers to recognise what kind of people from different cultures tend to bargain, and what their bargaining styles are. This study intends to fill the gap in the literature by examining the bargaining attitude and style of Americans and Chinese people. While there are many reports describing the bargaining styles of Americans and Chinese (e.g. Graham, 1989; Shenkar and Ronen, 1987; Swierczek 1990), none is empirical, and none has attempted to identify the sources or antecedents of bargaining behaviour. In this study, we used a well-established Western model, the Fishbein behavioural intention model (Fishbein and Ajzen, 1975) to study the relationships between bargaining attitude, intention and action (bargaining style) in a retail setting. Therefore, the purpose of this study was twofold. First, we applied the conceptual framework of the Fishbein behavioural intention model (Fishbein and Ajzen, 1975) in a retail bargaining setting in order to investigate customers’ bargaining styles. And as bargaining behaviour (such as styles and strategies) varies depending on culture and national characteristics (Graham et al., 1988), the bargaining styles of the American and Chinese customers were also compared.
Conceptual framework and hypotheses
Conceptual framework

References
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