The Influence of Confucian Ideology on Conflict in Chinese Family Business

Abstract

The dual-concern conflict model argues that choice of conflict strategies are based on two concerns: concern for interests or goals of self and other. This article argues that the dual-concern model may only partially account for choice of conflict management strategies in Chinese family businesses, particularly in families that are strongly influenced by Confucianism. The article uses Confucian values and norms, which are an ancient set of guidelines for social interaction, as the basis for introducing additional concerns to explain choice of conflict strategies in Chinese family businesses: concern for relationships, interpersonal norms, and collective interests. Two sets of moderating variables are introduced based on the unique features of Confucian ideology. They include differences in age, status, and gender between conflicting parties, and types of conflict – normative or personal goal related, and task or relationship. Propositions summarize the major arguments.

UK Vietnamese Businesses: Cultural Influences and Intracultural Differences

“…Confucian philosophy provides a set of guidelines for social interaction, which are the underpinnings of social order in society. Confucianism urges individuals to adapt to the collectivity, control personal desires and emotions, restrain self-interest for the benefit of the group, avoid conflict, and maintain harmony (Kirkbridge andTang, 1992, quoted in Yan andSorenson, 2004). The interest of the family, group, or the whole society, should always precede the interests of the individual.…”

“…(Yan and Sorenson, 2004). Thus collectivist values see the individual as part of a social system with external concerns, obligations and duties.…”

Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships

“…The degree to which a Chinese organization trusts a foreign partner is primarily determined by this personal contact (Lee and Dawes 2005). In both Western and Chinese cultures, organizational trust is regarded as the cornerstone of intercompany relationships, and it can greatly contribute to business success (Ambler, Styles, and Xiucum 1999;Tsang 1998;Yan and Sorenson 2004). Organizational trust is defined as the belief that a party's word or promise is reliable and that it will fulfill obligations in an exchange relationship (Coote, Forrest, and Tam 2003).…”

“…For example, the decisionmaking process may be longer, more complex, and less conventional (Davies et al 1995;Frankenstein 1986). Moreover, behavior that is impersonal, impatient, and critical can damage rather than nurture business with the Chinese, who frequently strive toward lasting and mutual relations that are developed at a personal level (Yan and Sorenson 2004).…”

Chinese Models of Conflict Resolution

“…Seeing through the lense of a specifi c theory, a social scientist can see what he wants to see; the world outside the theory is blurry and ambiguous. Yan and Sorenson ( 2004 ) argued that the dualconcern model might only partially account for choice of confl ict management strategies in Chinese family businesses, particularly in families that are strongly infl uenced by Confucianism. Westwood et al ( 1992 ) indicated that it is important for us to understand Chinese confl ict-handling styles in terms of harmony, collectivism, conformity, power-distance relationships, holism, face and shame, reciprocity, and guanxi , etc., but they didn't develop any theory to expatiate relationships among those concepts.…”