Conflict management style: Accounting for cross-national differences
成果类型：
Article
署名作者：
Morris, MW; Williams, KY; Leung, K; Larrick, R; Mendoza, MT; Bhatnagar, D; Li, JF; Kondo, M; Luo, JL; Hu, JC
署名单位：
Stanford University; University of California System; University of California Berkeley; Chinese University of Hong Kong; University of Chicago; Indian Institute of Management (IIM System); Indian Institute of Management Ahmedabad; Renmin University of China; Asian Institute of Management; Tongji University; Fudan University
刊物名称：
JOURNAL OF INTERNATIONAL BUSINESS STUDIES
ISSN/ISSBN：
0047-2506
DOI：
10.1057/palgrave.jibs.8490050
发表日期：
1998
页码：
729-747
关键词：
摘要：
A problem in joint ventures between U.S. and Asian firms is that cultural differences impede the smooth resolution of conflicts between managers. In a survey of young managers in the U.S., China, Philippines, and India we find support for two hypotheses about cultural differences in conflict style and the cultural values that account for these differences: Chinese managers rely more on an avoiding style because of their relatively high value on conformity and tradition. U.S. managers rely more on a competing style because of their relatively high value on individual achievement.
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