Cross-cultural differences in conflict management: An inductive study of Chinese and American managers

Introduction

With the internationalization of business activity, the importance of understanding cross-cultural differences in negotiation and conflict management behavior has grown ([8] Chen et al. , 2003; [17] Friedman et al. , 2006; [23] Holt and DeVore, 2005; [53] Tinsley and Brett, 2001; [59] Von Glinow et al. , 2004). As many business people have discovered, ineffective negotiations and poor conflict management often contribute to problematic international operations ([1] Adler, 1997; [4] Brett, 2007).

In this paper we describe an inductive study of cross-cultural differences in conflict management behavior between American and Chinese managers. The study was designed to show how inductive research might be used to identify cultural differences that would not be predicted using Western theories of conflict management behavior.

Using Western theory to drive cross-cultural research

As [3] Berry (1990) points out, although cross-cultural research may begin with the application of constructs from the researcher's own culture to other cultures, soon researchers must test the extent to which those constructs truly capture the phenomenon of interest in other cultures. When a theory is transported across cultures, indigenous constructs from the target cultures are not included. When these local constructs are ignored, an incomplete understanding of the phenomenon will be produced ([3] Berry, 1990). For example, [61] Werner and Schoepfle (1987) describe a Navajo view of power called ba'aliil, which includes the supernatural power transferred by ghosts and celebrated in ceremonies. Because Anglo-American models of power do not include supernatural forces, any cross-cultural study based on an Anglo-American model would fail to uncover this important cultural difference.

This same concern applies to existing studies of conflict management behavior, because Western models were used to drive much of this research. Table I [Figure omitted. See Article Image.] presents an overview of some key examples of existing research based largely on Western models (e.g. [8] Chen et al. , 2003; [17] Friedman et al. , 2006; [23] Holt and DeVore, 2005). Using Western models, researchers will not uncover indigenous conflict management behaviors, if they exist, and this failing will produce an incomplete understanding of conflict management in other cultures.

Inductive analysis: a fruitful way to proceed

Conducting inductive research is designed to uncover indigenous approaches to conflict management and is a fruitful way to proceed....