Interdependence and managing conflict with sub-contractors in the construction industry in East Asia
Document Type
Journal article
Source Publication
Asia Pacific Journal of Management
Publication Date
1-1-2001
Volume
18
Issue
3
First Page
295
Last Page
313
Abstract
In contrast to traditional assumptions about Asian conflict management, interdependence may induce cooperative approaches to conflict rather than avoidance or competition. Findings from supervisors on 216 subcontractors in Korea, Japan, and Hong Kong support the hypotheses that interdependence leads to cooperative conflict which results in constructive conflict which in turn helps the subcontractor contribute to the main contractor. However, competitive and avoiding conflict were found to be useful in Taiwan. Results were interpreted as suggesting that the theory of cooperation and competition offers the potential for strengthening conflict management in East Asia and that cooperative conflict, rather than avoiding, may reinforce feelings of interdependence in East Asia.
DOI
10.1023/A:1010693627443
Print ISSN
02174561
E-ISSN
15729958
Publisher Statement
Copyright © 2001 Kluwer Academic Publishers
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Tjosvold, D., Cho, Y.-H., Loi, C., & Sasaki, S. (2001). Interdependence and managing conflict with sub-contractors in the construction industry in East Asia. Asia Pacific Journal of Management, 18(3), 295-313. doi: 10.1023/A:1010693627443