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Conflict Resolution Management System In Multicultural Business Organizations

Posted on:2018-02-01Degree:DoctorType:Dissertation
Country:ChinaCandidate:K L MaFull Text:PDF
GTID:1319330536952276Subject:Business management
Abstract/Summary:PDF Full Text Request
The issue of cross-cultural conflict in business organizations in China has been addressed by western and more recently by Chinese scholars.However,very few of those studies concentrate on providing a solid system to identify and deal with such type of conflicts in the workplace.Besides,estimations of how conflicting situations evolve along time and between different generations are missing.During the process of this investigation,the researcher didn't find any other studies regarding aspects fostering or hindering conflict when dealing with cross-cultural interactions that include both social and working situations,and that explain the social factors affecting interactions at work,which are key to organizational survival in China.To fill out these gaps,this study includes data collected from the researcher's field observations from 1995 to 2013 within different organizational settings including diplomacy,international trade,consulting and education.Observations of multicultural groups interacting in social scenarios were also documented for the same period of time.These field observations led to the following conclusions: a)projects of international cooperation frequently failed,b)cooperation between diplomats and business people from different countries frequently failed and required the intervention of a third person,c)the level of difficulty and stress when dealing with conflicting situations during sales and new markets development process is high,d)frequency of conflict among members of cross-cultural work teams is high,and willingness to engage in conflict resolution processes is low;the manager's role in making a decision is crucial to stop arguments,but hostility,normally in passive form,remained,e)frequency of conflict among members of cross-cultural teams of students is high,and willingness to engage in conflict resolution processes is low;the professor's role in making a decision is crucial to stop arguments,but hostility,normally in passive form,remained,and f)tendency of people from Taiwan region,mainland China,Japan and Korea to avoid facing conflict enhances conflict between them and people from other regions of the world.Besides field observations,data for statistical calculations was collected between 2009 and 2013 in Taiwan region,the USA and Mainland China from both business professionals and college students.Such varied samples and timeframe,unusual in academic research,provides enough evidence of the aspects that may increase or reduce the probability of conflict in multicultural teams.The use of different regenerations as sample would help business organizations to predict conflict within multicultural teams that include experienced as well as young professionals.Based on what respondents from each sample group considered most and least important to carry out cross-cultural interactions,this research aims at providing two main outcomes: a)a sound understanding of the aspects that may cause conflict within multicultural teams in business organizations in China,and b)a system to identify and deal with those conflicts.Six groups of respondents were included for the analysis of results,as follows: three professionals groups divided into Chinese,Asian-non-Chinese and non-Asian,and two students groups divided into Chinese,Asian-non-Chinese and non-Asian.Through the afford mentioned field observations and survey results,twenty six criteria within three categories were identified as affecting cross-cultural interactions.These criteria are thought to influence the generation and development of conflict,willingness to integrate or accept outsiders into local groups as well as willingness to engage in conflict resolutions processes.The categories and criteria are:Attitude & Behavior(determined by values): Friendliness,positivism,responsibility,manners,sociability,willingness to learn,flexibility,sense of humor and humility.Education & skills(Determined by formal and informal education systems): Academic background,foreign language capability,mother tong,creativity,quality of education(school attended),credentials,interests,communication skills,good command of English and curiosity.Physical aspects(Determined by race and clothing): Age,overall appearance,gender,height,skin color,clothing,and health appearance.As expected,it was found out that a significant difference exists between what Chinese and non-Chinese professionals consider the most and least important aspects to carry out working cross-cultural interactions at work.Cluster analyses show that non-Chinese professional share a more unified mindset,while the Chinese professional group shows to be dispersed in this regard.An unexpected,but important,finding is the significant similarities between Chinese and non-Chinese college students and professionals regarding what they consider the most and least important aspects to carry out cross-cultural interactions at work.On the other hand,there is a significant difference between what Chinese college students and Chinese professionals think in this regard,which implies a shift,within young generations in China,from traditional Chinese to westerner mentality.This investigation concludes with a proposed management system that helps business organizations to identify,approach,manage and resolve conflicting situations at work.This system is supported by a multidisciplinary theoretical framework,organizational field observations,and the finding of this investigation.
Keywords/Search Tags:Cross-cultural conflict, cross-cultural teams, International organizations, conflcit management, cultural differences
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