Collectivist values for learning in organizational relationships in China: the role of trust and vertical coordination

Wong, Alfred; Tjosvold, Dean

doi:10.1007/s10490-006-9000-9

Cited by 42 publications

(27 citation statements)

References 66 publications

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“…teamwork and alliance partners in China. Indeed, experimental and field studies have found that collectivist, compared to individualistic, values promote cooperative, positive conflict (Tjosvold & Wu, 2005;Tjosvold, Law, & Sun, 2003;Wong & Tjosvold, 2006). Conflict management strengthens genuine harmony and respected, effective leadership.…”

Section: Managing Interest and Emotional Conflictmentioning

confidence: 99%

The conflict‐positive organization: it depends upon us

Tjosvold¹

2007

J Organ Behavior

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334

342

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SummaryAlthough still widely assumed to be disruptive, conflict, when managed appropriately, has been found to make teamwork within and between organizations effective. However, organizational members often have competitive relationships and orientations to dealing with conflict that lead to conflict avoidance and escalation, approaches that sabotage decision-making and relational bonds. Conflict researchers have contributed to the bad reputation of conflict by confounding conflict and competition and suggesting that the kind of conflict, rather than its management, determines its outcomes. Studies in the West and East indicate that by developing cooperative relationships and the skills to discuss diverse views open-mindedly, organizations can empower managers and employees to use conflict to probe problems, create innovative solutions, learn from their experience, and enliven their relationships.

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Section: Managing Interest and Emotional Conflictmentioning

confidence: 99%

The conflict‐positive organization: it depends upon us

Tjosvold¹

2007

J Organ Behavior

Self Cite

334

342

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“…If modernity is related to individualism-collectivism in a U-shaped relationship (Murdock & Provost, 1973;Triandis, 1988), I may propose that the extremely complex society, our globalizing society, may require collectivism (Flynn, 2005;Wong & Tjosvold, 2006). From this perspective, the informal phenomena of social tie, trust, and network form represent the future rather than the past.…”

Section: The Consequence Duality Of Social Capitalmentioning

confidence: 99%

“…It is clear that the levels of ego-network differ from those of unit analysis. Hence, our focus should be on the issues related to ego-centric network across multiple units of analysis, rather than indirect ties in a high-level system at any level of unit analysis (Li, 1998(Li, , 2006aTang & Xi, 2006;Wong, Tjosvold, & Zhang, 2005;Wong & Tjosvold, 2006).…”

mentioning

confidence: 99%

Social tie, social capital, and social behavior: Toward an integrative model of informal exchange

2007

Asia Pacific J Manage

112

151

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What is the unique nature of social capital that differentiates itself from other forms of capital? How should we conceptualize and operationalize social capital? What are the major drivers and outcomes of social capital? To address the three questions, I apply the duality lens—the perspective of regarding each entity as a paradox consisting of two contrasting yet interdependent components—to social capital for an integrative model of informal exchange. The focus of this paper is on the duality relationship between the content variables (social tie, social capital, social behavior along two basic dimensions: trust for tie strength and option for network structure) and the process variables (antecedent, content, process, and consequence) toward a geocentric framework of formal–informal exchange. I intend to make two contributions. First, the conceptualization and operationalization of social capital is developed from the duality lens of formal–informal exchange so as to identify the unique nature of social capital as an informal entity. Second, a holistic, dynamic, and dialectic model of social capital is provided to explore the causal links between various elements related to social capital. Copyright Springer Science+Business Media, LLC 2007Social capital, Trust, Option, Tie strength, Network structure, Informal exchange,

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“…Field studies on various types of Chinese teams have shown that Chinese team members tend to be more cooperative than competitive when they engage in cognitive conflicts (Chen et al, 2005). According to these authors, the Chinese culture of collectivism and "social face" concerns, as well as the influential use of implicit communication have been found to facilitate a cooperative, open-minded and productive discussion of opposing views (Wong & Tjosvold, 2006). In other words, the interactions between cognitive conflict and affective conflict may not be the same as that in the West.…”

Section: Cognitive Conflictmentioning

confidence: 99%