Working with foreign managers : conflict management for effective leader relationships in China
Document Type
Journal article
Source Publication
International Journal of Conflict Management
Publication Date
7-1-2005
Volume
16
Issue
3
First Page
265
Last Page
286
Keywords
Conflict management, Effective leadership, Foreign managers
Abstract
Given the susceptibility of cross-cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.
DOI
10.1108/eb022932
Print ISSN
10444068
E-ISSN
17588545
Publisher Statement
Copyright © 2005 Emerald Group Publishing Limited
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Chen, Y., Tjosvold, D., & Su, S. F. (2005). Working with foreign managers: Conflict management for effective leader relationships in China. International Journal of Conflict Management, 16(3), 265-286. doi: 10.1108/eb022932