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The purpose of this paper was to investigate personality-related antecedents of Vietnamese workers' attitudes toward female managers, which subsequently predicted workers' judgments of them.

This study used a factorial experiment to examine participants' general attitudes toward women's rights and roles and their particular attitudes toward female managers in the workplace. Vietnamese workers (N = 159) were randomly assigned to experimental conditions of manager performance and completed a post-test questionnaire. This study also qualitatively explored participants' observations of any gender stereotypes in the workplace.

Findings demonstrated that participants' gender, general attitudes toward women's social rights and roles, and internal work locus of control positively predicted their attitudes toward female managers. Qualitative findings showed perceived gender-based egalitarianism in the workplace, but women's leadership qualities were barely recognized.

This study is the first to utilize a mixed-method approach to assess Vietnamese workers' attitudes, contributing to the literature on attitudes toward both women in general and women in management in Asia generally and in Vietnam in particular.

The main research purposes of this paper are to: conceptualize Chinese conflict management behaviors as contingent on the hierarchical relations of conflict parties in an organizational context; and investigate individual characteristics as moderators in this contingency framework.

This emic study consisted of two steps: using nine subject matter experts to develop conflict scenarios and conflict management strategies, and using this instrument to collect data from 704 actual employees across China. Multinomial logistic analysis was used to analyze respondents' choice of strategies.

The findings supported the hypotheses. Chinese role‐playing a supervisor in a conflict with their subordinate tended to use direct, assertive strategies to resolve the conflict, but the results depended on age, education, gender, region and work experience. As a subordinate in a conflict with their supervisor, Chinese chose indirect, harmony‐preserving strategies, particularly when they were older and more interaction adept. In a conflict with a peer, respondents used a broader spectrum of conflict management strategies, depending on their individual characteristics. No “best practices” were found or universal strategies adopted.

The limitations include the lack of random sampling and a scenario‐based method. The emic evidence for a contingency perspective of conflict resolution framework was provided. The conflict scenarios may be used in organizational training of conflict management.

Conflict scenarios and management strategies developed by local subject matter experts were used to evaluate Chinese workers' choices of conflict management strategies. The findings call for the re‐conceptualization of conflict management strategies as a contingent and culture‐specific construct.