Because Japanese value their reputation and what people think of them,they may use indirect or direct appeals to give or save face or avoid shame, following widely accepted cultural norms, or request that a party recognize their duty or mutual obligations to encourage agreement or compliance. Hirokawa and Miyahara (1986), in comparative studies of strategies used by Japanese and North American managers to gain the cooperation of tardy workers, found that the Japanese managers often appealed to the employees’ sense of duty to their firm, whereas the Americans preferred to give ultimatums or make threats of negative consequences, such as docking pay or firing. Japanese also often make appeals to the common or joint good, typical in more collectivist cultures, to obtain cooperation. Japanese managers and negotiators often ask for cooperation for the good of the long-term relationship and the company, to avoid tensions, or to achieve long-term benefits for all.