Managing workplace conflict in the United States and Hong Kong

We propose that managers have norms (standards of appropriate behavior) for resolving conflict, that these norms are culturally based, and that they e xplain cultural differences in conflict management outcomes. We confirm tha t the traditionally American norms of discussing parties' interests and syn thesizing multiple issues were exhibited more strongly by American managers than by their Hong Kong Chinese counterparts. In addition, we confirm that the traditionally Chinese norms of concern for collective interests and co ncern for authority appeared more strongly among Hong Kong Chinese managers than among their American counterparts. American managers were more likely than Hong Kong Chinese managers, to resolve a greater number of issues and reach more integrative outcomes, while Hong Kong Chinese managers were mor e likely to involve higher management in conflict resolution. Culture had a significant effect on whether parties selected an integrative outcome rath er than an outcome that involved distribution, compromise, higher managemen t, or no resolution at all. Conflict norms explained the cultural differenc es that existed between reaching an integrative outcome and reaching an out come involving distribution, compromise, or higher management; however, con flict norms did not fully explain the cultural differences that existed bet ween reaching an integrative outcome and reaching no resolution. (C) 2001 A cademic Press.