Abstract
Purpose
Despite contrary evidence, much management research treats Asians as culturally homogeneous. This study seeks to explore how managers from four Asian nations differ in conflict management and whether observed differences are linked to cultural attitudes.
Design/methodology/approach
A questionnaire assessed conflict management practices and cultural attitudes of managers from four nations with considerable historical, geographical, and economic differences. ANOVA and ANCOVA were used to test hypotheses about groups differences in preference for three conflict management styles – competing integrating, and avoiding – controlling for differences in demographics and cultural attitudes.
Findings
Statistically significant differences were found on all three of the conflict management styles, although the hypotheses were only partly supported. Controlling for differences in demographics and cultural attitudes had little impact on the main findings. Some similarities among the nationalities were found: “integrating” was the most preferred style, and showed the least variation, among the groups. However, there was less similarity among the nationalities regarding “competing” and “avoiding”.
Research limitations/implications
Since the hypotheses – based largely on national culture differences among the nationalities – were only partly supported, future research should attempt to identify variables that better explain differences among nationalities in conflict management style.
Practical implications
The information on conflict management style preferences in these four nations will be valuable to those wishing to do business there. Further, refuting the common assumption of cultural homogeneity among Asians will better prepare Westerners for doing business elsewhere in Asia.
Originality/value
This paper demonstrates that national differences in conflict management style were not based on demographic differences in the sample or differences in cultural attitudes.