Confucian values and conflict behavior of Asian managers: A comparison of two countries

Randy CHIU, Mei Ling, May WONG, Frederick KOSINSKI

    Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

    13 Citations (Scopus)

    Abstract

    It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and .moral codes. The purposes of this study were to investigate whether there was a difference between the way that the managers of these two countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations. © Society for Personality Research (Inc.).
    Original languageEnglish
    Pages (from-to)11-22
    Number of pages12
    JournalSocial Behavior and Personality
    Volume26
    Issue number1
    Publication statusPublished - 1 Jan 1998

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    Social Values
    Personality
    Teaching
    Conflict (Psychology)
    Research

    Cite this

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    title = "Confucian values and conflict behavior of Asian managers: A comparison of two countries",
    abstract = "It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and .moral codes. The purposes of this study were to investigate whether there was a difference between the way that the managers of these two countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations. {\circledC} Society for Personality Research (Inc.).",
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    Confucian values and conflict behavior of Asian managers: A comparison of two countries. / CHIU, Randy; WONG, Mei Ling, May; KOSINSKI, Frederick.

    In: Social Behavior and Personality, Vol. 26, No. 1, 01.01.1998, p. 11-22.

    Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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    AU - CHIU, Randy

    AU - WONG, Mei Ling, May

    AU - KOSINSKI, Frederick

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    N2 - It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and .moral codes. The purposes of this study were to investigate whether there was a difference between the way that the managers of these two countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations. © Society for Personality Research (Inc.).

    AB - It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and .moral codes. The purposes of this study were to investigate whether there was a difference between the way that the managers of these two countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations. © Society for Personality Research (Inc.).

    UR - http://commons.ln.edu.hk/sw_master/3652

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