Title

Co-operative conflict management : an approach to strengthen relationships between foreign managers and Chinese employees

Document Type

Journal article

Source Publication

Asia Pacific Journal of Human Resources

Publication Date

12-1-2007

Volume

45

Issue

3

First Page

271

Last Page

294

Keywords

China, Co-operative conflict management, Commitment, Relationships, Trust

Abstract

Cross-cultural researchers have recently argued the need to develop frameworks that can help a diversity of individuals overcome obstacles to work together productively. This study proposes that a co-operative, compared to a competitive and an avoidance, approach to managing conflict can strengthen relationships between foreign managers and Chinese employees. These relationships in turn facilitate trust and job commitment. Using the critical incident technique, Chinese employees in mainland China were interviewed on their interactions with their American and Japanese managers. Results support the hypotheses that co-operative, but not competitive or avoidance, conflict management helps employees and their managers develop quality relationships and strengthen trust and commitment. Co-operative conflict management may be an important way to overcome obstacles and develop effective relationships within and across cultural boundaries.

DOI

10.1177/1038411107082274

Print ISSN

10384111

E-ISSN

17447941

Publisher Statement

Copyright © 2007 Australian Human Resources Institute

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Chen, Y.-F., & Tjosvold, D. (2007). Co-operative conflict management: An approach to strengthen relationships between foreign managers and Chinese employees. Asia Pacific Journal of Human Resources, 45(3), 271-294. doi: 10.1177/1038411107082274