Conflict resolution in Chinese family purchase decisions: The impact of changing female roles and marriage duration

Abstract

Purpose

The purpose of this article is to investigate the impact of Chinese women's changing roles (traditional and modern) and perceived marital happiness on their adoption of different conflict resolution strategies in family purchase decision making (FPDM). It also explores how the relationships vary for women whose marriages have short and long durations.

Design/methodology/approach

The paper is framed by and builds on literature on conflict resolution strategies and female role orientation (FRO) in FPDM. Data for this study come from a survey with 735 married Chinese women.

Findings

The paper demonstrates that traditional and modern FRO have differential effects on the adoption of conflict resolution strategies, and the relationships are significantly moderated by marriage duration.

Research limitations/implications

It sheds light on the changing female roles and marital happiness on conflict resolution in FPDM in China, a society with a centuries‐old traditional culture as well as rapid developments in societal and economic modernization. Future research should investigate more conflict resolution strategies and from both husbands' and wives' perspectives.

Practical implications

The paper notes the importance of understanding the family structure of a target market. Product designs, advertising, promotions, and even salespeople should be more attentive to the family member who has greater power in FPDM.

Originality/value

The paper shows that traditional and modern FRO have compatible rather than opposite impacts on the adoption of passive and active conflict resolution strategies in FPDM, and the influences change along with increasing marriage duration and it is of value to international marketers.

Citation

Chuoyan Dong, M. and Yiyan Li, S. (2007), "Conflict resolution in Chinese family purchase decisions: The impact of changing female roles and marriage duration", International Journal of Conflict Management, Vol. 18 No. 4, pp. 308-324. https://doi.org/10.1108/10444060710833441