Abstract
A study on conflict resolution strategies of Canadian and Chinese (Peoples Republic of China) executives was conducted. Responses to two types of joint project conflicts—task-related and person-related with potential partners from their own culture or from the other culture—were examined. Neither group of executives altered its strategy when negotiating across cultures. Chinese executives were more likely to avoid conflicts but recommended more negative strategies (discontinue negotiation; withdraw negotiation) when conflict emerged. Person-related conflicts were found to generate more negative responses than task-related conflicts, especially for Chinese executives. Both Canadian and Chinese executives preferred to negotiate with Canadians than with Chinese.
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*David K. Tse is an associate professor of Marketing in the Faculty of Commerce at the University of British Columbia. He currently serves as a professor of international business, Department of Business and Management at City university of Hong Kong; June Francis is an assistant professor of Marketing in the Faculty of Business Administration at Simon Fraser University; Jan Walls is a professor in the Department of Communication and the Director of the David Lam Centre for International Communication at Simon Fraser University.
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Tse, D., Francis, J. & Walls, J. Cultural Differences in Conducting Intra- and Inter-Cultural Negotiations: A Sino-Canadian Comparison. J Int Bus Stud 25, 537–555 (1994). https://doi.org/10.1057/palgrave.jibs.8490211
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DOI: https://doi.org/10.1057/palgrave.jibs.8490211