Interdependence and managing conflict with sub-contractors in the construction industry in East Asia

被引：3

作者：

Tjosvold D. ^{[1
]}

Cho Y.-H. ^{[2
]}

Park H.-H. ^{[2
]}

Liu C. ^{[3
]}

Liu W.-C. ^{[4
]}

Sasaki S. ^{[5
]}

机构：

[1] Lingnan University, Hong Kong

[2] College of Business and Management, Ajou University, Suwon

[3] Department of Psychology, Fu-Jen Catholic University

[4] Department of Psychology, Soochow University

[5] Faculty of Business, Takasaki City University of Economics

来源：

Asia Pacific Journal of Management | 2001年 / 18卷 / 3期

关键词：

Japan; Construction Industry; Conflict Management; Traditional Assumption; Cooperative Approach;

D O I：

10.1023/A:1010693627443

中图分类号：

学科分类号：

摘要：

In contrast to traditional assumptions about Asian conflict management, interdependence may induce cooperative approaches to conflict rather than avoidance or competition. Findings from supervisors on 216 subcontractors in Korea, Japan, and Hong Kong support the hypotheses that interdependence leads to cooperative conflict which results in constructive conflict which in turn helps the subcontractor contribute to the main contractor. However, competitive and avoiding conflict were found to be useful in Taiwan. Results were interpreted as suggesting that the theory of cooperation and competition offers the potential for strengthening conflict management in East Asia and that cooperative conflict, rather than avoiding, may reinforce feelings of interdependence in East Asia. © 2001 Kluwer Academic Publishers.

引用

页码：295 / 313

页数：18

共 12 条

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