Document Type

Article

Date of Original Version

2000

Abstract

The nationwide economic reform in China has increased the opportunities for the study of intercultural understanding. However, currently very few studies examine the issue from conflict management perspective. It was the purpose of this study to apply existing literature on conflict management to assess Chinese conflict behaviors in joint ventures. The results indicated that Chinese managers and employees tended to adopt collaboration strategy more frequently than control strategy, and control strategy more frequently than non-confrontation strategies. The findings as well revealed that status and gender have a significant impact on the choice of conflict strategies. Implications and limitations were also discussed.

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