Cross‐cultural differences in conflict management: An inductive study of Chinese and American managers
International Journal of Conflict Management
ISSN: 1044-4068
Article publication date: 2 October 2009
Abstract
Purpose
The purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures.
Design/methodology/approach
Inductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used.
Findings
Results show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral lesson is an important element. For American managers alone, hostility and vengefulness are important elements. Results suggest that both cultures acknowledge avoidant approaches, but the underlying intentions for Americans alone are associated with a lack of confidence.
Research limitations/implications
Results are based on one conflict scenario and the participants are managers working in mainland China. These factors may limit the generalizability of the results.
Practical implications
The findings of this paper suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations in different cultures.
Originality/value
The authors present new concepts for potential inclusion in a comprehensive model of conflict management. The authors illustrate the value of using an inductive approach to improve our understanding of conflict management across cultures.
Keywords
Citation
Doucet, L., Jehn, K.A., Weldon, E., Chen, X. and Wang, Z. (2009), "Cross‐cultural differences in conflict management: An inductive study of Chinese and American managers", International Journal of Conflict Management, Vol. 20 No. 4, pp. 355-376. https://doi.org/10.1108/10444060910991066
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited