Interpersonal conflict and
resolution strategies
An examination of Hong Kong employees
Alicia S.M. Leung
Hong Kong Baptist University, Kowloon Tong, Hong Kong
Abstract
Purpose – The purpose of this paper is to explore the effect of interpersonal conflict on team
performance.
Design/methodology/approach – The paper takes the form of a qualitative study in which a total
of 40 executives were interviewed who represented employees working in various Chinese
organizations.
Findings – The paper finds causes of conflicts including a demanding boss, inconsistency between
word and deed, and in-group favouritism. The conflict-resolving strategies were categorized as
avoidance and cooperative. No competitive or confrontational strategies were adopted. Avoidance
strategies involved deference to authority, giving face and maintaining harmony, whereas cooperative
strategies involved building trust.
Practical implications – Avoidance strategies discourage open communication and clarification,
which further suppresses hidden conflicts. This leads to forbearance and the suppression of personal
goals in pursuit of a superficial harmonious yet conflicting relationship. In contrast, cooperative
strategies have much to offer. However, adopting a cooperative strategy can have both a positive and a
negative effect on a team’s performance. On the positive side, trust is an essential component in
cooperation that promotes synergistic relationships. On the negative side, it induces low conflict
efficacy among employees, because they feel obliged to identify with the boss’s goals and values, and
be faithful.
Originality/value – On an individual level, failing to comply with differences and relational
contracts can be perceived as a personal deficiency, and these attributions can adversely affect
employees’ short-term career prospects and long-term career development. On an organization level,
interpersonal conflict can result in higher rates of turnover and absenteeism, and time can be lost
owing to angry emotional reactions that in turn translate into financial losses.
Keywords China, Conflict resolution, Collectivism, Interpersonal relations
Paper type Research paper
Introduction
Over the last two decades, considerable research has been devoted to organizational
conflicts and to exploring their work-related outcomes, reflecting a growing concern
about the detrimental effects of such conflicts on employees and team performance. It
is interesting to note that many commonly cited problems in the workplace relate to
interpersonal conflicts or conflicting styles (Friedman et al., 2000; Berki and Hartwick,
2001; Oetzel and Ting-Toomey, 2003; Ting-Toomey and Takai, 2006). Workplace
culture challenges many deep-rooted ideas about how people behave and interact.
Whilst employees have grown more comfortable with ambition, competition and
success, the questions of how we value relationships and, in particular, how far we
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An examination
of Hong Kong
employees
165
Received November 2007
Accepted March 2008
Team Performance Management
Vol. 14 No. 3/4, 2008
pp. 165-178
q Emerald Group Publishing Limited
1352-7592
DOI 10.1108/13527590810883433