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 paper reports the results of an empirical study into the orientations towards conflict and preferred conflict management styles of Chinese managers in Hong Kong. The differences in styles between Chinese and Western managers are then traced back to aspects of Chinese culture and traditional values. The difficulties caused by these contrasting styles, both for the transfer of western managerial practices and for the operation of multi-ethnic organisations in Hong Kong, are noted. Similarly, the effects of these cultural values on the preferred Chinese learning styles are also discussed. Finally, the problems of attempting to develop the acquisition of contingent conflict handling skills by Chinese managers in Hong Kong are addressed and two central problems of attitude change and learning style identified.
Seeks to trace the distinctive contours of the processes of
entrepreneurial and managerial development among the culturally similar
Overseas (Nanyang) Chinese populations of South‐east Asia.
Identifies both the indigenous form of entrepreneurial development found
in small Chinese businesses and the cultural barriers to the transfer of
standard western management development processes to larger
organizations in the region. Concludes by offering advice on how to
tailor management development programmes successfully for use in the
region.
T he purpose of this paper is to critically review the role of culture as a potential barrier to the transferability of management training and development. The paper therefore seeks to summarise the relevant literature and, in doing so, to transcend the dichotomy of the 'culture-free' and 'culture-determinist' positions and the presentation of culture as a simple and undifferentiated 'barrier.' From our literature review and training experience in this area we develop a model of three different levels ofcultural effect: the level of training/learning style, the level of values, and the level of cognition. The paper then attempts to illustrate the operation of these levels as barriers to the successful implementation of a training and development intervention in Hong Kong. Finally, an agenda for future research on this im portant topic for trainers in South East Asia is suggested.
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