Chinese Conflict Preferences and Negotiating Behaviour: Cultural and Psychological Influences
- 1 July 1991
- journal article
- research article
- Published by SAGE Publications in Organization Studies
- Vol. 12 (3) , 365-386
- https://doi.org/10.1177/017084069101200302
Abstract
This paper analyzes the extent to which both traditional Chinese cultural values and Chinese psychology influence Chinese perceptions and approaches to conflict resolution and thus affect Chinese negotiating behaviour. An attempt is made to illustrate salient cultural values and orientations, and empirical data is used to identify Chinese conflict preferences. The extent to which both these cultural values and conflict preferences have shaped a distinctive Chinese negotiation style is then examined.This publication has 33 references indexed in Scilit:
- Chinese Negotiating and the Concept of FaceJournal of International Consumer Marketing, 1988
- Conversation StructureManagement Communication Quarterly, 1988
- Face and Favor: The Chinese Power GameAmerican Journal of Sociology, 1987
- Developing Conflict Management Skills in Hong Kong: An Analysis of some Cross-Cultural ImplicationsManagement Education and Development, 1986
- The Management and Power Structure of Chinese Enterprises during and after the Cultural Revolution; with Empirical Data Comparing Chinese and European EnterprisesOrganization Studies, 1984
- Talking Business in ChinaThe China Quarterly, 1982
- The Effective Negotiator — Part 2Journal of European Industrial Training, 1978
- The Effective Negotiator — Part IJournal of European Industrial Training, 1978
- Cultural Differences in Bargaining BehaviorJournal of Conflict Resolution, 1976
- Psychosocial Homeostasis and Jen: Conceptual Tools for Advancing Psychological AnthropologyAmerican Anthropologist, 1971