Chinese employees' interpersonal conflict management strategies

Nguyen, Hannah-Hanh Dung; Yang, Jie

doi:10.1108/10444061211267272

Cited by 35 publications

(50 citation statements)

References 50 publications

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“…Conflict behavior is described as effective when it reduces the conflict issue and the potential of conflict escalation and/or enhances the relationship with the conflict partner (Davis et al, 2004;Thomas, 1992). This implies there is no 'best' conflict management strategy, but that several strategies may lead to conflict de-escalation depending on other influential factors (e.g., situational context, individual differences, and conflict partner; Davis et al, 2009;Nguyen and Yang, 2012;Yeung et al, 2015). less likely to engage in destructive conflict behaviors, which potentially harm relationships and lead to conflict escalation.…”

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confidence: 99%

Conflict management and age in service professions

Beitler

Machowski

Johnson

et al. 2016

IJCMA

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Purpose -The purpose of this study was to examine age differences in conflict management strategy use, effectiveness, and in exposure to customer stressors in service interactions.Design/methodology/approach -Moderated regression and mediation analyses were conducted to test hypotheses in a sample of 444 German service employees from different service branches with frequent customer contact.Findings -Results revealed that older service employees experienced fewer customer stressors. Customer stressors mediated the negative relationship between age and burnout.Age was associated with use of passive avoidant (avoiding) and active constructive (compromising, problem solving) conflict management strategies. Furthermore, older employees used those strategies more effectively. Especially when avoiding conflicts, older employees reported more professional efficacy than younger colleagues. In contrast, younger employees benefited considerably less from strategy use and reported higher levels of burnout in general. Thus, results suggest older employees' effective conflict management and their positive perception of customer stressors contribute to lower levels of burnout.Practical implications -Results speak against a general deficit model for older workers as they show specific strengths of older employees in social conflicts. TheirOlder service employees' expertise in dealing with negative social interactions represents an important resource for organizations and training interventions, such as mentoring programs.Originality/value -This study is one of the first to examine age-related conflict management skills with regard to customer conflicts, employee health, and effectiveness of strategy use. It replicates existing findings on age and conflict management and extendts them in several ways thereby ruling out alternative explanations for age effects.Keywords: Conflict management, age, burnout, service work, customer stressors Conflict is inevitable in any social life domain and a common experience at the workplace.Service employees with frequent customer contact deal with elevated levels of social conflicts (Bitner et al., 1994; Dormann and Zapf, 2004; Grandey et al., 2002) and therefore require distinct socio-emotionalsocioemotional competencesqualifications, such as appropriate conflict management strategies, in order to successfully manage demanding customer interactions. While demographic change has caused increasing dependency on competent older workers, research on age and socio-emotionalsocioemotional competences at work is scarce (exceptions being, e.g., Dahling and Perez, 2010; Johnson et al., 2013; Yeung and Fung, 2012). Although there is an increasing body of research outside the work domainshowing that older individuals cope more successfully with negative social interactions than younger people (e.g., Blanchard-Fields, 2007; Blanchard-Fields et al., 2007; Diehl et al., 1996), there is hardly any little organizational research on this issue. To the best of our knowledge, there are only two stu...

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confidence: 99%

Conflict management and age in service professions

Beitler

Machowski

Johnson

et al. 2016

IJCMA

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Section: Culture‐based Social Ecological Conflict Model In the Papua mentioning

confidence: 99%

“…Chinese maintain social harmony and loyalty to higher authorities (Adams & Vernon, 2007;Nguyen & Yang, 2012). They prefer noncompeting, nonaggressive styles compared to the Western cultural approaches to conflict because of the perceived strong relational ties and loyalty to authorities (Oetzel & Ting-Toomey, 2003;Onishi & Bliss, 2006;Ting-Toomey & Kurogi, 1998;Triandis, 2001).…”

Section: Situational Appraisalsmentioning

confidence: 99%

“…Further, the Chinese conflict management styles involve high consideration for face (self, other, and mutual) and perceived power differences between parties involved. The associated conflict management styles of integrating, compromising, obliging, and avoiding describe the Chinese way of managing interpersonal conflicts (Ma, 2007;Nguyen & Yang, 2012;Oetzel & Ting-Toomey, 2003;Wong, Wei, & Tjosvold, 2015;Yuan, 2010). However, Leung et al (2002) described such approaches to conflict management between and within the members of organizations as secondary and nothing more than to secure group cohesiveness and proper functioning of the organization, not driven by other social and family ties.…”

Section: Situational Appraisalsmentioning

confidence: 99%

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Managerial and Employee Conflict Communication in Papua New Guinea: Application of the Culture‐Based Social Ecological Conflict Model

Tommy

Oetzel

2018

Negotiation Conflict Man Res

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Framed by the culture‐based social ecological conflict model (CBSECM), this study examines individuals’ accounts of conflict communication in Papua New Guinea (PNG) between Chinese managers and PNG employees. In‐depth qualitative interviews were conducted with 14 participants: six Chinese managers and eight PNG employees. The findings show that primary orientation elements of face and power distance and situational features of labor laws and family obligations shape reported conflict communication strategies. PNG employees tended to submit to managers even when they felt wrongly accused given their cultural orientations and situational constraints. To express dissent, these employees often used indirect, passive resistance strategies. Chinese managers reported using competition to resolve conflicts. The resulting conflict outcomes are distrust and dissatisfaction and have potential negative implications for intercultural relations and organizational success. The study contributes to the CBSECM by illuminating some of the multilevel effects proposed in the model.

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“…The focus of the previous studies in relation to conflict resolution in IJV has been on the cultural dimension or trust factor of the parties involved in the IJV (e.g., Bisseling & Sobral, ; Doucet, Jehn, Weldon, Chen, & Wang, ; Kern, Lee, Aytug, & Brett, ; Kirk, Oettingen, & Gollwitzer, ; Lin & Germain, ; H. L. Nguyen & Larimo, ; H.‐H. D. Nguyen & Yang, ; Traavik, ; Yuan, ). This study, therefore, seeks to contribute to the literature on conflict resolution strategies in IJV by looking at how the institutional framework of the host country influences the conflict resolution strategy of parties in IJV.…”

Section: Introductionmentioning

confidence: 99%

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

Kwarteng

Dadzie

Famiyeh

et al. 2018

Thunderbird Intl Bus Rev

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This study examines the impact of the host-country institutional structures on the choice of conflict resolution strategy in the international joint venture (IJV). Using the survey method and relying on multiple regression, we demonstrate that there is a statistically significant relationship between institutional pillars and the choice of conflict resolution strategy in the international joint venture in the context of Ghana. In particular, we demonstrate that legalistic and forcing conflict resolution strategies are influenced by the regulative institutional pillar, while compromising and problem-solving conflict resolution strategies are impacted by normative and cognitive institutional pillars. The multigrouping analysis results show that the views and the choice of foreign partners on conflict resolution strategy differ from that of the local partners to the IJV. This study fills the gap by empirically testing the conflict resolution strategies of firms in relation to the role of regulative, normative, and cognitive institutional pillars of the host country. K E Y W O R D Sconflict resolution strategy, culture, Ghana, institutions, international joint venture

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Chinese employees' interpersonal conflict management strategies

Cited by 35 publications

References 50 publications

Conflict management and age in service professions

Conflict management and age in service professions

Managerial and Employee Conflict Communication in Papua New Guinea: Application of the Culture‐Based Social Ecological Conflict Model

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

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