Abstract
Original language | English |
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Pages (from-to) | 1031-1050 |
Number of pages | 20 |
Journal | Human Relations |
Volume | 64 |
Issue number | 8 |
DOIs | |
Publication status | Published - 1 Jan 2011 |
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Keywords
- conflict avoidance
- cross-cultural interaction
- face negotiation theory
- social face concerns
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Social face concerns and conflict avoidance of Chinese employees with their Western or Chinese managers. / PENG, Ann Chunyan; TJOSVOLD, Dean William.
In: Human Relations, Vol. 64, No. 8, 01.01.2011, p. 1031-1050.Research output: Journal Publications › Journal Article (refereed)
TY - JOUR
T1 - Social face concerns and conflict avoidance of Chinese employees with their Western or Chinese managers
AU - PENG, Ann Chunyan
AU - TJOSVOLD, Dean William
PY - 2011/1/1
Y1 - 2011/1/1
N2 - This study explores behavioral strategies in conflict avoidance and how they are related to social face concerns. One hundred and thirty-two Chinese employees recalled an incident where they avoided a conflict with their supervisors. Confirmatory factor analysis supported the categorization of yielding, outflanking, delay, and passive aggression as alternative approaches to avoiding conflict. Overall, other-face was positively associated with yielding and delay, whereas self-face was positively associated with passive aggression. The associations of social face concerns and avoidance were stronger among employees who interacted with Chinese managers compared with those working for Western managers. In conjunction with recent studies, findings challenge the traditional theorizing that the Chinese value of social face leads to passive avoidance.
AB - This study explores behavioral strategies in conflict avoidance and how they are related to social face concerns. One hundred and thirty-two Chinese employees recalled an incident where they avoided a conflict with their supervisors. Confirmatory factor analysis supported the categorization of yielding, outflanking, delay, and passive aggression as alternative approaches to avoiding conflict. Overall, other-face was positively associated with yielding and delay, whereas self-face was positively associated with passive aggression. The associations of social face concerns and avoidance were stronger among employees who interacted with Chinese managers compared with those working for Western managers. In conjunction with recent studies, findings challenge the traditional theorizing that the Chinese value of social face leads to passive avoidance.
KW - conflict avoidance
KW - cross-cultural interaction
KW - face negotiation theory
KW - social face concerns
UR - http://commons.ln.edu.hk/sw_master/2223
U2 - 10.1177/0018726711400927
DO - 10.1177/0018726711400927
M3 - Journal Article (refereed)
VL - 64
SP - 1031
EP - 1050
JO - Human Relations
JF - Human Relations
SN - 0018-7267
IS - 8
ER -