Like negotiators in many other cultures, when Japanese bargainers believe that they are in a hierarchically superior position or perceive that they have more power, they behave in a manner befitting their rank and expect deferential behavior from lower-status or weaker counterparts. They are also likely to be more direct and explicit in their influence tactics. However, their communication and influence strategies are generally less explicit than those used by members of more direct-dealing cultures when they are in a similar power position.