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PurposeThe purpose of this paper is to examine how the Chinese, Japanese, and Koreans resolve an interpersonal conflict with their supervisors and how cultural factors explain the differences in conflict management styles.Design/methodology/approachA survey was conducted involving 275 employees from China, Japan and South Korea. A hierarchical regression analysis and A‐matrix hypothesis test were used to analyze the data.FindingsKoreans, compared with the Chinese and Japanese, were more likely to use a compromise style. In addition, the Japanese, compared with the Chinese and Koreans, were less likely to dominate and were more likely to oblige their supervisors. The country differences in obliging and dominating styles were partially explained by goal emphasis (self vs collective) and concern for the self, respectively.Research limitations/implicationsWhile limited to recalling specific incidents and self‐reported responses, there is evidence that East Asians differ from each other in resolving their interpersonal conflicts with supervisors. Future research needs to examine East Asian differences in resolving an interpersonal conflict with other targets such as peers and subordinates and using other kinds of conflict management styles such as mediation and arbitration.Originality/valueThis is one of few studies that have examined East Asian differences in conflict management styles.

For the purpose of identifying managerial skills needed for Asian managers and examining the impact of culture on the process of managerial skill practices, a series of in-depth interviews were designed with Fili pino and Chinese managers working for Japanese joint venture corporations in the Philippines and China respectively. The interview study was designed for understanding what managerial skills are practised and needed most by foreign managers and what are the influences of Japanese corporate culture on Asian manag ers' skill practices in Japanese overseas affiliates. Interview results indicated that managers tend to report a mix of critical skills which are common across all managers but with differences in emphasis and priority depending on their position levels and managerial functions. Also, the importance of cross-cultural negotia tion was stressed as a condition for smooth managerial skill practices. Particularly, the content of a manage rial skill (a decision-making skill, for example) was found to be adjusted when implemented in culturally different business contexts: in Japan, the Philippines and China. Differences in cultural and market situa tions, and the level of industrialization were discussed as factors influencing managerial skill practices in Asian countries.

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