The business impact of management attitudes towards dealing with conflict: a cross‐cultural assessment
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.
Keywords
Citation
McKenna, S. (1995), "The business impact of management attitudes towards dealing with conflict: a cross‐cultural assessment", Journal of Managerial Psychology, Vol. 10 No. 7, pp. 22-27. https://doi.org/10.1108/02683949510088755
Publisher
:MCB UP Ltd
Copyright © 1995, MCB UP Limited