Article1991

Chinese Conflict Preferences and Negotiating Behaviour: Cultural and Psychological Influences

Paul S. Kirkbride · Sara F.Y. Tang · Robert I Westwood

420 citations0/0 files storedOrganization Studies

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Conflict Management and Negotiation Cultural Differences and Values Global and Cross-Cultural Management

Abstract

This paper analyzes the extent to which both traditional Chinese cultural values and Chinese psychology influence Chinese perceptions and approaches to conflict resolution and thus affect Chinese negotiating behaviour. An attempt is made to illustrate salient cultural values and orientations, and empirical data is used to identify Chinese conflict preferences. The extent to which both these cultural values and conflict preferences have shaped a distinctive Chinese negotiation style is then examined.

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References

1981Culture's Consequences: International Differences in Work-Related Values 1955On Face-Work 1987Face and Favor: The Chinese Power Game 1987The psychology of the Chinese people 1987Chinese Values and the Search for Culture-Free Dimensions of Culture 1981Conflict and Conflict Management.1944THE CHINESE CONCEPTS OF “FACE”1986The social psychology of Chinese people.

Cited by

2003Intergroup Comparison versus Intragroup Relationships: A Cross-Cultural Examination of Social Identity Theory in North American and East Asian Cultural Contexts 2002A Dualistic Model of Harmony and its Implications for Conflict Management in Asia 2002Conflict style differences between individualists and collectivists 2009Neocolonialism in education: Cooperative Learning in an Asian context 2010Harmony and Conflict: A Cross-Cultural Investigation in China and Australia 2016Cultural values, emotional intelligence, and conflict handling styles: A global study

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