Cultural Differences in Conducting Intra- and Inter-Cultural Negotiations: A Sino-Canadian Comparison

David K Tse, June Francis and Jan Walls
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David K Tse: City University of Hong Kong
June Francis: Simon Fraser University
Jan Walls: Simon Fraser University

Journal of International Business Studies, 1994, vol. 25, issue 3, 537-555

Abstract: A study on conflict resolution strategies of Canadian and Chinese (Peoples Republic of China) executives was conducted. Responses to two types of joint project conflicts—task-related and person-related with potential partners from their own culture or from the other culture—were examined. Neither group of executives altered its strategy when negotiating across cultures. Chinese executives were more likely to avoid conflicts but recommended more negative strategies (discontinue negotiation; withdraw negotiation) when conflict emerged. Person-related conflicts were found to generate more negative responses than task-related conflicts, especially for Chinese executives. Both Canadian and Chinese executives preferred to negotiate with Canadians than with Chinese.© 1994 JIBS. Journal of International Business Studies (1994) 25, 537–555

Date: 1994
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