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The business impact of management attitudes towards dealing with conflict a cross‐cultural assessment

The business impact of management attitudes towards dealing with conflict a cross‐cultural... Deals with cross‐cultural issues involved in conflict resolution in a high‐technology corporation based in South‐east Asia. Examines the differences in conflict‐handling styles between Asians and North Americans and how these differences affect management in the corporation. Describes how interventionists working with management discovered that differing cultural approaches to reasoning and handling conflict can lead to organizational ineffectiveness unless there is mutual understanding and the development of shared meanings. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

The business impact of management attitudes towards dealing with conflict a cross‐cultural assessment

Journal of Managerial Psychology , Volume 10 (7): 6 – Nov 1, 1995

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References (14)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683949510088755
Publisher site
See Article on Publisher Site

Abstract

Deals with cross‐cultural issues involved in conflict resolution in a high‐technology corporation based in South‐east Asia. Examines the differences in conflict‐handling styles between Asians and North Americans and how these differences affect management in the corporation. Describes how interventionists working with management discovered that differing cultural approaches to reasoning and handling conflict can lead to organizational ineffectiveness unless there is mutual understanding and the development of shared meanings.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Nov 1, 1995

Keywords: Conflict; Management attitudes; National cultures

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