Tinsley C H
McDonough School of Business, Georgetown University, Washington, DC 20057, USA.
J Appl Psychol. 2001 Aug;86(4):583-93. doi: 10.1037/0021-9010.86.4.583.
Individualism, hierarchy, polychronicity, and explicit-contracting values explain why managers from Germany, Japan, and the United States use a different mix of strategies to negotiate workplace conflict. Hypotheses extend prior research in showing that conflict behavior is multiply determined and that each culture uses a variety of interests, regulations, and power-based conflict management strategies. Results of actual (rather than survey-based) conflict resolution behavior suggest several fruitful avenues for future research, including examining the inferred meaning of negotiation arguments, analyzing interaction effects of cultural value dimensions, studying the effectiveness of different strategies across cultures, and examining whether strategic adjustments are made during intercultural conflict management.
个人主义、等级制度、多元时间观念和明确契约价值观解释了为什么来自德国、日本和美国的管理者在协商职场冲突时会采用不同的策略组合。这些假设拓展了先前的研究，表明冲突行为是由多种因素决定的，并且每种文化都会使用多种基于利益、规则和权力的冲突管理策略。实际（而非基于调查）的冲突解决行为结果为未来研究指明了几条富有成效的途径，包括研究谈判论据的隐含意义、分析文化价值维度的交互作用、研究不同策略在跨文化情境下的有效性，以及考察在跨文化冲突管理过程中是否会进行策略调整。
