Regular Article
Managing Workplace Conflict in the United States and Hong Kong,☆☆

https://doi.org/10.1006/obhd.2000.2944Get rights and content

Abstract

We propose that managers have norms (standards of appropriate behavior) for resolving conflict, that these norms are culturally based, and that they explain cultural differences in conflict management outcomes. We confirm that the traditionally American norms of discussing parties' interests and synthesizing multiple issues were exhibited more strongly by American managers than by their Hong Kong Chinese counterparts. In addition, we confirm that the traditionally Chinese norms of concern for collective interests and concern for authority appeared more strongly among Hong Kong Chinese managers than among their American counterparts. American managers were more likely than Hong Kong Chinese managers, to resolve a greater number of issues and reach more integrative outcomes, while Hong Kong Chinese managers were more likely to involve higher management in conflict resolution. Culture had a significant effect on whether parties selected an integrative outcome rather than an outcome that involved distribution, compromise, higher management, or no resolution at all. Conflict norms explained the cultural differences that existed between reaching an integrative outcome and reaching an outcome involving distribution, compromise, or higher management; however, conflict norms did not fully explain the cultural differences that existed between reaching an integrative outcome and reaching no resolution.

References (47)

  • H.C. Triandis et al.

    Cross-cultural training across the individualism-collectivism divide

    International Journal of Intercultural Relations

    (1988)
  • K.L. Bettenhausen et al.

    The emergence of norms in competitive decision-making groups

    Administrative Science Quarterly

    (1985)
  • Bluedorn, A. C, Kalliath, T. J, Strube, M. J, &, Martin, G. D. (, 1995, ), Polychronicity: A fundamental dimension of...
  • J.M. Brett

    Negotiating globally

    (2001)
  • J.M. Brett et al.

    Culture and joint gains in negotiation

    Negotiation Journal

    (1998)
  • J.M. Brett et al.

    Intergroup relations

  • R.W. Brislin

    Translation and content analysis of oral and written materials

  • M. Deutsch

    The resolution of conflict: Constructive and destructive processes

    (1973)
  • D.Z. Ding

    Exploring Chinese conflict management styles in joint venture in the People's Republic of China

    Management Research News

    (1996)
  • T. Fang

    Chinese business negotiating style

    (1999)
  • M. Erez et al.

    Comparative analysis of goal setting strategies across cultures

    Journal of Applied Psychology

    (1987)
  • R. Fisher et al.

    Getting to yes: Negotiating agreement without giving in

    (1991)
  • M.P. Follett
  • M. Haire et al.

    Managerial thinking: An international study

    (1966)
  • Hedeker, D. (, 2000, ), MIXNO: A computer program for mixed-effects nominal logistic regression,...
  • G. Hofstede

    Culture's consequences: International differences in work-related values

    (1980)
  • L. James et al.

    Mediators, moderators, and tests for mediation

    Journal of Applied Psychology

    (1984)
  • Jehn, K. (, 1998, ), Comments made in a discussion at a meeting of the International Association for Conflict...
  • D. Katz et al.

    The social psychology of organizations

    (1966)
  • D.A. Lax et al.

    The manager as negotiator

    (1986)
  • R. Lewicki et al.

    Summer interns

  • R. Lewicki et al.

    Negotiation

    (1994)
  • K. Leung

    Negotiation and reward allocations across cultures

  • Cited by (0)

    This research was funded in part by a grant from the Hong Kong University of Science and Technology, Clear Water Bay, Hong Kong, and in part by a grant from the Dispute Resolution Research Center, Northwestern University, Evanston, Illinois 60208.

    ☆☆

    Address correspondence and reprint requests to Catherine H. Tinsley, The McDonough School of Business, Georgetown University, Washington, DC 20057. E-mail: [email protected].

    f1

    This research was funded in part by a grant from the Hong Kong University of Science and Technology, Clear Water Bay, Hong Kong, and in part by a grant from the Dispute Resolution Research Center, Northwestern University, Evanston, Illinois 60208.

    View full text