Working with foreign managers : conflict management for effective leader relationships in China
Working with foreign managers : conflict management for effective leader relationships in China
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与外国经理合作：在中国建立有效的领导关系的冲突管理
DOI：
10.1108/eb022932
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发表时间：
2005
影响因子：
3.3
通讯作者：
Sofia Su Fang
中科院分区：
文献类型：
--
作者：
Y. Chen;D. Tjosvold;Sofia Su Fang
考虑到跨文化互动容易产生误解和分歧，冲突管理可能对帮助员工与外国经理建立高质量的领导关系特别有用。来自上海各行各业的111名中国员工接受了采访，询问了他们与日本经理或美国经理发生冲突（定义为不相容的行为）的具体事件。对事件的定性分析和数据的统计检验支持了这样的假设，即以合作的方式而不是竞争或回避的方式来处理冲突，有助于中国员工和他们的外国经理加强关系，提高他们的生产力。合作冲突管理可能是克服障碍和发展跨文化边界有效的领导关系的重要途径。
Given the susceptibility of cross‐cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.