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Managing conflict with the Chinese: The Key from an in‐depth single case study
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| Zeitschriftentitel: | Chinese Management Studies |
|---|---|
| Personen und Körperschaften: | , |
| In: | Chinese Management Studies, 5, 2011, 1, S. 35-54 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Emerald
|
| Schlagwörter: |
| author_facet |
Darling, John R. Heller, Victor L. Darling, John R. Heller, Victor L. |
|---|---|
| author |
Darling, John R. Heller, Victor L. |
| spellingShingle |
Darling, John R. Heller, Victor L. Chinese Management Studies Managing conflict with the Chinese: The Key from an in‐depth single case study General Business, Management and Accounting |
| author_sort |
darling, john r. |
| spelling |
Darling, John R. Heller, Victor L. 1750-614X Emerald General Business, Management and Accounting http://dx.doi.org/10.1108/17506141111118444 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to present <jats:italic>The Key</jats:italic> as a very valuable interactive foundation for effective conflict management in international trade negotiations. <jats:italic>The Key,</jats:italic> as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of <jats:italic>The Key</jats:italic> and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Use of <jats:italic>The Key</jats:italic>, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.</jats:p></jats:sec> Managing conflict with the Chinese: <i>The Key</i> from an in‐depth single case study Chinese Management Studies |
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Managing conflict with the Chinese: The Key from an in‐depth single case study |
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Managing conflict with the Chinese: The Key from an in‐depth single case study |
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Managing conflict with the Chinese: The Key from an in‐depth single case study |
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Managing conflict with the Chinese: The Key from an in‐depth single case study |
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Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_short |
Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_sort |
managing conflict with the chinese: <i>the key</i> from an in‐depth single case study |
| topic |
General Business, Management and Accounting |
| url |
http://dx.doi.org/10.1108/17506141111118444 |
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2011 |
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35-54 |
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<jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to present <jats:italic>The Key</jats:italic> as a very valuable interactive foundation for effective conflict management in international trade negotiations. <jats:italic>The Key,</jats:italic> as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of <jats:italic>The Key</jats:italic> and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Use of <jats:italic>The Key</jats:italic>, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.</jats:p></jats:sec> |
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| description | <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to present <jats:italic>The Key</jats:italic> as a very valuable interactive foundation for effective conflict management in international trade negotiations. <jats:italic>The Key,</jats:italic> as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of <jats:italic>The Key</jats:italic> and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Use of <jats:italic>The Key</jats:italic>, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.</jats:p></jats:sec> |
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| spelling | Darling, John R. Heller, Victor L. 1750-614X Emerald General Business, Management and Accounting http://dx.doi.org/10.1108/17506141111118444 <jats:sec><jats:title content-type="abstract-heading">Purpose</jats:title><jats:p>This paper aims to present <jats:italic>The Key</jats:italic> as a very valuable interactive foundation for effective conflict management in international trade negotiations. <jats:italic>The Key,</jats:italic> as used in this analysis, is reflected in the nature of the thoughts and feelings (commensurate with attitudes) generated by a marketing manager, and influenced by that individual's sense of cultural responsibility. The authors have researched, and have used this concept of <jats:italic>The Key</jats:italic> and its effectiveness in conflict management in both academic and international business arenas, and in low context, as well as high‐context cultures.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Design/methodology/approach</jats:title><jats:p>An analysis of conflict management is presented within a case situation that involves business in the high‐context culture of China. A high‐context culture places a great deal of emphasis on a person's values and position or place in society, and interactions with others, rather than on the words and formal legalistic constructs used for negotiations in low‐context cultures. The case focuses on the relationship between the Vice President for International Marketing of Innovative Technologies, Inc. (ITI) headquartered in Chicago, IL, with offices also located in Frankfurt, Germany, and the Managing Director of the Shanghai Technology Manufacturing Center (STC) in China. The steps and skills used in providing a structure for the responsive process of managing a conflict were: the preliminary steps (involving power‐base development, relational acceptance and meaningful communication skills); the resolution steps (involving assumption analysis, objective identification and alternative selection skills); and the maintenance steps (involving action agreement, feedback review and continuing oversight skills). Each of these steps and skills were used to resolve, in a positive manner, the conflict between the ITI and STC.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Findings</jats:title><jats:p>Use of <jats:italic>The Key</jats:italic>, as reflected in a manager's positive thoughts and feelings, is of major importance for effective application of the steps and skills in the paradigm for effective conflict management introduced in this treatise.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-heading">Originality/value</jats:title><jats:p>The case focuses on conflict challenges that are encountered and successfully resolved, thereby facilitating the marketing of a new cell (mobile) telephone introduced into the high‐context culture of China by Innovative Technologies, Inc.</jats:p></jats:sec> Managing conflict with the Chinese: <i>The Key</i> from an in‐depth single case study Chinese Management Studies |
| spellingShingle | Darling, John R., Heller, Victor L., Chinese Management Studies, Managing conflict with the Chinese: The Key from an in‐depth single case study, General Business, Management and Accounting |
| title | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_full | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_fullStr | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_full_unstemmed | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_short | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| title_sort | managing conflict with the chinese: <i>the key</i> from an in‐depth single case study |
| title_unstemmed | Managing conflict with the Chinese: The Key from an in‐depth single case study |
| topic | General Business, Management and Accounting |
| url | http://dx.doi.org/10.1108/17506141111118444 |