Empirical Research on Preference for Conflict Resolution Styles of Owners and Contractors in China
Preference for different conflict resolution styles is
influenced by cultural background and power distance of two parties
involving in conflict. This research put forward 7 hypotheses and
tested the preference differences of the five conflict resolution styles
between Chinese owner and contractor as well as the preference
differences concerning the same style between two parties. The
research sample includes 202 practitioners from construction
enterprises in mainland China. Research result found that theories
concerning conflict resolution styles could be applied in the Chinese
construction industry. Some results of this research were not in line
with former research, and this research also gave explanation to the
differences from the characteristics of construction projects. Based on
the findings, certain suggestions were made to serve as a guidance for
managers to choose appropriate conflict resolution styles for a better
handling of conflict.
[1] Dulaimi, M. F., Ling, F. Y., Bajracharya, A. (2003). Organizational
motivation and inter-organizational interaction in construction innovation
in Singapore. Construction Management and Economics,21(3), 307-318.
[2] Newcombe, R. (1996).Empowering the construction project team.
International Journal of Project Management, 14(2), 75-80.
[3] Cherns, A. B., Bryant, D. T. (1984).Studying the client's role in
construction management. Construction management and economics,
2(2), 177-184.
[4] Butler, A. G. (1973).Project management: a study in organizational
conflict. Academy of Management Journal, 16(1), 84-101.
[5] Yiu, K. T., Cheung, S. O. (2006).A catastrophe model of construction
conflict behavior. Building and Environment, 41(4), 438-447.
[6] Acharya, N. K., Dai, Lee. Y., Im, H. M. (2006).Conflicting factors in
construction projects: Korean perspective. Engineering, Construction and
Architectural Management, 13(6), 543-566.
[7] Robbins, S. P., Judge, T. A.(2010).Essentials of Organizational Behavior.
New Jersey: Prentice Hall,87-98.
[8] Robbins, S. P. (2001).Organizational Behavior, 14/e. Pearson Education
India.,82-100.
[9] Fenn, P., Lowe, D., Speck, C. (1997).Conflict and dispute in construction.
Construction Management & Economics, 15(6), 513-518.
[10] Cheung, S. O., Yiu, T. W. (2006).Are construction disputes
inevitable?.Engineering Management, IEEE Transactions on, 53(3),
456-470.
[11] Semple, C., Hartman, F. T., Jergeas, G. (1994).Construction claims and
disputes: causes and cost/time Overruns. Journal of construction
engineering and management, 120(4), 785-795.
[12] Kumaraswamy, M. M. (1998).Consequences of construction conflict: A
Hong Kong perspective. Journal of Management in Engineering, 14(3),
66-74.
[13] De.Dreu, C. K., Weingart, L. R. (2003).Task versus relationship conflict,
team performance, and team member satisfaction: a meta-analysis.
Journal of applied Psychology, 88(4), 741.
[14] De.Dreu, C. K., Van. De.Vliert, E. (1997).Using conflict in organizations,
35-60.
[15] Jehn, K. A. (1994).Enhancing effectiveness: An investigation of
advantages and disadvantages of value-based intragroup conflict.
International journal of conflict management, 5(3), 223-238.
[16] Leung, M-Y., Ng, S. T., Cheung, S-O. (2002).Improving satisfaction
through conflict stimulation and resolution in value management in
construction projects. Journal of Management in Engineering, 18(2),
68-75.
[17] Jehn, K. A., Bendersky, C. (2003).Intragroup conflict in organizations: A
contingency perspective on the conflict-outcome relationship.Research in
organizational behavior, 25,187-242.
[18] Rahim, A., Thomas, V. B. (1979).Managing organizational conflict: A
model for diagnosis and intervention. Psychological reports, 44(3c),
1323-1344.
[19] Thomas, K. W. (1992).Conflict and conflict management: Reflections
and update. Journal of Organizational Behavior, 13(3), 265-274.
[20] Follett, M. P. (2011).Constructive conflict. Sociology of Organizations:
Structures and Relationships, 417.
[21] Somech, A., Desivilya, H. S., Lidogoster, H. (2009).Team conflict
management and team effectiveness: the effects of task interdependence
and team identification. Journal of Organizational Behavior, 30(3),
359-378.
[22] Mills, J., Robey, D., Smith, L. (1985).Conflict-handling and personality
dimensions of project-management personnel. Psychological Reports,
57(3f), 1135-1143.
[23] Posthuma, R. A., White, Iii. G. O., Dworkin, J. B., Yánez, O., Swift, M. S.
(2006).Conflict resolution styles between co-workers in US and Mexican
cultures. International Journal of Conflict Management, 17(3), 242-260.
[24] De.Dreu, C. K., Gelfand, M. J. (2008).Conflict in the workplace: Sources,
functions, and dynamics across multiple levels of analysis. The
psychology of conflict and conflict management in organizations,3-54.
[25] Thomas, K. W. (1976).Conflict Management. MD Dunnette Handbook of
Industrial and Organizational Psychology, 889-935.
[26] Wall, J. A., Callister, R. R. (1995).Conflict and its management. Journal
of management, 21(3), 515-558.
[27] Robbins, S. P., and Judge, T.(2009).Organizational Behavior. Pearson.
[28] Roloff, M. E. (1987). Communication and conflict. Handbook of
communication science, pp. 484-534.
[29] Rahim, M. A. (2002). Toward.a theory of managing organizational
conflict. International journal of conflict management, 13(3), 206-235.
[30] Oetzel, J. G., and Ting-Toomey, S. (2003). Face Concerns in
Interpersonal Conflict A Cross-Cultural Empirical Test of the Face
Negotiation Theory. Communication research, 30(6), 599-624.
[31] Follett, M. P. (1957). Dynamic administration: the collected papers of
Mary Parker Follett. Pitman.,23-33.
[32] Blake, R. R., and Mouton, J. S. (1994).The managerial grid. Gulf Pub.
[33] Rahim, A., and Bonoma, T. V. (1979). Managing organizational conflict:
A model for diagnosis and intervention. Psychological reports, 44(3c),
1323-1344.
[34] Pruitt, D. G. (1983). Strategic choice in negotiation. American Behavioral
Scientist, 27(2), 167-194.
[35] Croucher, S. M., Holody, K. J.,Hicks, M. V., Oommen, D., and Demaris,
A. (2011). An examination of conflict style preferences in India.
International Journal of Conflict Management, 22(1), 10-34.
[36] Kirkbride, P. S., Tang, S. F. Y., and Westwood, R. I. (1991). Chinese
Conflict Preferences and Negotiating Behaviour: Cultural and
Psychological Influences. Organization Studies, 12(3), 365-386.
[37] Hwang, K-K. (1987). Face and favor: The Chinese power game.
American journal of Sociology, pp. 944-974.
[38] Bond, M. H., and Wang, S-H. (1981).Aggressive behavior in Chinese
society: The problem of maintaining order and harmony. Global
perspectives on aggression, 23(1), 57-73.
[39] Bond, M. H. (1986). The psychology of the Chinese people. Hong Kong:
Oxford University Press,45-55.
[40] Hofstede, G. (1980). Culture's consequences: International differences in
work-related values. Sage Publications, Incorporated.
[41] Leung, K. (1997). New perspectives on international industrial/
organizational psychology. San Francisco: Jossey-Bass Publishers.56-77.
[42] Redding, S. G. (1980). Cognition as an aspect of culture and its relation to
management processes: An exploratory view of the Chinese case.Journal
of Management Studie , 17(2), 127-148.
[43] Goffman, E. (1955). On face-work: an analysis of ritual elements in social
interaction. Psychiatry: Journal for the Study of Interpersonal
Processes,18, 213-231.
[44] Brunner, J. A., and You, W. (1988). Chinese negotiating and the concept
of face. Journal of International Consumer Marketing, 1(1), 27-44.
[45] Hwang, K-K. (1987). Face and Favor: The Chinese Power Game.
American Journal of Sociology, 92(4), 944-974.
[46] Leung, K., Brew, F. P.,Zhang, Z-X., and Zhang, Y. (2011). Harmony and
conflict: A cross-cultural investigation in China and Australia. Journal of
Cross-Cultural Psychology, 42(5), 795-816.
[47] Lu, S., and Hao, G. (2012). The influence of owner power in fostering
contractor cooperation: Evidence from China. International Journal of
Project Management, 31(4), 522-531.
[48] Peters, T. J., and Waterman, R. H. (2004).In search of excellence: Lessons
from America's best-run companies. HarperCollins,22-45.
[49] Tedeschi, J. T., Bonoma, T. V., and Schlenker, B. R. (1972).Influence,
decision, and compliance. The social influence processes, 346, 418-418.
[50] Nunnally, J. C.(1978). Psychometric. Psychometric,55-76.
[51] Carmines, E. G., and Mciver, J. P. (1981). Analyzing models with
unobserved variables: Analysis of covariance structures. Social
measurement: Current issues, pp. 65-115.
[52] Tsai, J. S., and Chi, C. S. F. (2009). Influences of Chinese cultural
orientations and conflict management styles on construction dispute
resolving strategies. Journal of Construction Engineering and
Management, 135(10), 955-964.
[53] Tang, S. F., and Kirkbride, P. S. (1986). Developing conflict management
skills in Hong Kong: An analysis of some cross-cultural implications.
Management Learning, 17(3), 287-301.
[1] Dulaimi, M. F., Ling, F. Y., Bajracharya, A. (2003). Organizational
motivation and inter-organizational interaction in construction innovation
in Singapore. Construction Management and Economics,21(3), 307-318.
[2] Newcombe, R. (1996).Empowering the construction project team.
International Journal of Project Management, 14(2), 75-80.
[3] Cherns, A. B., Bryant, D. T. (1984).Studying the client's role in
construction management. Construction management and economics,
2(2), 177-184.
[4] Butler, A. G. (1973).Project management: a study in organizational
conflict. Academy of Management Journal, 16(1), 84-101.
[5] Yiu, K. T., Cheung, S. O. (2006).A catastrophe model of construction
conflict behavior. Building and Environment, 41(4), 438-447.
[6] Acharya, N. K., Dai, Lee. Y., Im, H. M. (2006).Conflicting factors in
construction projects: Korean perspective. Engineering, Construction and
Architectural Management, 13(6), 543-566.
[7] Robbins, S. P., Judge, T. A.(2010).Essentials of Organizational Behavior.
New Jersey: Prentice Hall,87-98.
[8] Robbins, S. P. (2001).Organizational Behavior, 14/e. Pearson Education
India.,82-100.
[9] Fenn, P., Lowe, D., Speck, C. (1997).Conflict and dispute in construction.
Construction Management & Economics, 15(6), 513-518.
[10] Cheung, S. O., Yiu, T. W. (2006).Are construction disputes
inevitable?.Engineering Management, IEEE Transactions on, 53(3),
456-470.
[11] Semple, C., Hartman, F. T., Jergeas, G. (1994).Construction claims and
disputes: causes and cost/time Overruns. Journal of construction
engineering and management, 120(4), 785-795.
[12] Kumaraswamy, M. M. (1998).Consequences of construction conflict: A
Hong Kong perspective. Journal of Management in Engineering, 14(3),
66-74.
[13] De.Dreu, C. K., Weingart, L. R. (2003).Task versus relationship conflict,
team performance, and team member satisfaction: a meta-analysis.
Journal of applied Psychology, 88(4), 741.
[14] De.Dreu, C. K., Van. De.Vliert, E. (1997).Using conflict in organizations,
35-60.
[15] Jehn, K. A. (1994).Enhancing effectiveness: An investigation of
advantages and disadvantages of value-based intragroup conflict.
International journal of conflict management, 5(3), 223-238.
[16] Leung, M-Y., Ng, S. T., Cheung, S-O. (2002).Improving satisfaction
through conflict stimulation and resolution in value management in
construction projects. Journal of Management in Engineering, 18(2),
68-75.
[17] Jehn, K. A., Bendersky, C. (2003).Intragroup conflict in organizations: A
contingency perspective on the conflict-outcome relationship.Research in
organizational behavior, 25,187-242.
[18] Rahim, A., Thomas, V. B. (1979).Managing organizational conflict: A
model for diagnosis and intervention. Psychological reports, 44(3c),
1323-1344.
[19] Thomas, K. W. (1992).Conflict and conflict management: Reflections
and update. Journal of Organizational Behavior, 13(3), 265-274.
[20] Follett, M. P. (2011).Constructive conflict. Sociology of Organizations:
Structures and Relationships, 417.
[21] Somech, A., Desivilya, H. S., Lidogoster, H. (2009).Team conflict
management and team effectiveness: the effects of task interdependence
and team identification. Journal of Organizational Behavior, 30(3),
359-378.
[22] Mills, J., Robey, D., Smith, L. (1985).Conflict-handling and personality
dimensions of project-management personnel. Psychological Reports,
57(3f), 1135-1143.
[23] Posthuma, R. A., White, Iii. G. O., Dworkin, J. B., Yánez, O., Swift, M. S.
(2006).Conflict resolution styles between co-workers in US and Mexican
cultures. International Journal of Conflict Management, 17(3), 242-260.
[24] De.Dreu, C. K., Gelfand, M. J. (2008).Conflict in the workplace: Sources,
functions, and dynamics across multiple levels of analysis. The
psychology of conflict and conflict management in organizations,3-54.
[25] Thomas, K. W. (1976).Conflict Management. MD Dunnette Handbook of
Industrial and Organizational Psychology, 889-935.
[26] Wall, J. A., Callister, R. R. (1995).Conflict and its management. Journal
of management, 21(3), 515-558.
[27] Robbins, S. P., and Judge, T.(2009).Organizational Behavior. Pearson.
[28] Roloff, M. E. (1987). Communication and conflict. Handbook of
communication science, pp. 484-534.
[29] Rahim, M. A. (2002). Toward.a theory of managing organizational
conflict. International journal of conflict management, 13(3), 206-235.
[30] Oetzel, J. G., and Ting-Toomey, S. (2003). Face Concerns in
Interpersonal Conflict A Cross-Cultural Empirical Test of the Face
Negotiation Theory. Communication research, 30(6), 599-624.
[31] Follett, M. P. (1957). Dynamic administration: the collected papers of
Mary Parker Follett. Pitman.,23-33.
[32] Blake, R. R., and Mouton, J. S. (1994).The managerial grid. Gulf Pub.
[33] Rahim, A., and Bonoma, T. V. (1979). Managing organizational conflict:
A model for diagnosis and intervention. Psychological reports, 44(3c),
1323-1344.
[34] Pruitt, D. G. (1983). Strategic choice in negotiation. American Behavioral
Scientist, 27(2), 167-194.
[35] Croucher, S. M., Holody, K. J.,Hicks, M. V., Oommen, D., and Demaris,
A. (2011). An examination of conflict style preferences in India.
International Journal of Conflict Management, 22(1), 10-34.
[36] Kirkbride, P. S., Tang, S. F. Y., and Westwood, R. I. (1991). Chinese
Conflict Preferences and Negotiating Behaviour: Cultural and
Psychological Influences. Organization Studies, 12(3), 365-386.
[37] Hwang, K-K. (1987). Face and favor: The Chinese power game.
American journal of Sociology, pp. 944-974.
[38] Bond, M. H., and Wang, S-H. (1981).Aggressive behavior in Chinese
society: The problem of maintaining order and harmony. Global
perspectives on aggression, 23(1), 57-73.
[39] Bond, M. H. (1986). The psychology of the Chinese people. Hong Kong:
Oxford University Press,45-55.
[40] Hofstede, G. (1980). Culture's consequences: International differences in
work-related values. Sage Publications, Incorporated.
[41] Leung, K. (1997). New perspectives on international industrial/
organizational psychology. San Francisco: Jossey-Bass Publishers.56-77.
[42] Redding, S. G. (1980). Cognition as an aspect of culture and its relation to
management processes: An exploratory view of the Chinese case.Journal
of Management Studie , 17(2), 127-148.
[43] Goffman, E. (1955). On face-work: an analysis of ritual elements in social
interaction. Psychiatry: Journal for the Study of Interpersonal
Processes,18, 213-231.
[44] Brunner, J. A., and You, W. (1988). Chinese negotiating and the concept
of face. Journal of International Consumer Marketing, 1(1), 27-44.
[45] Hwang, K-K. (1987). Face and Favor: The Chinese Power Game.
American Journal of Sociology, 92(4), 944-974.
[46] Leung, K., Brew, F. P.,Zhang, Z-X., and Zhang, Y. (2011). Harmony and
conflict: A cross-cultural investigation in China and Australia. Journal of
Cross-Cultural Psychology, 42(5), 795-816.
[47] Lu, S., and Hao, G. (2012). The influence of owner power in fostering
contractor cooperation: Evidence from China. International Journal of
Project Management, 31(4), 522-531.
[48] Peters, T. J., and Waterman, R. H. (2004).In search of excellence: Lessons
from America's best-run companies. HarperCollins,22-45.
[49] Tedeschi, J. T., Bonoma, T. V., and Schlenker, B. R. (1972).Influence,
decision, and compliance. The social influence processes, 346, 418-418.
[50] Nunnally, J. C.(1978). Psychometric. Psychometric,55-76.
[51] Carmines, E. G., and Mciver, J. P. (1981). Analyzing models with
unobserved variables: Analysis of covariance structures. Social
measurement: Current issues, pp. 65-115.
[52] Tsai, J. S., and Chi, C. S. F. (2009). Influences of Chinese cultural
orientations and conflict management styles on construction dispute
resolving strategies. Journal of Construction Engineering and
Management, 135(10), 955-964.
[53] Tang, S. F., and Kirkbride, P. S. (1986). Developing conflict management
skills in Hong Kong: An analysis of some cross-cultural implications.
Management Learning, 17(3), 287-301.
@article{"International Journal of Business, Human and Social Sciences:67163", author = "Junqi Zhao and Yongqiang Chen", title = "Empirical Research on Preference for Conflict Resolution Styles of Owners and Contractors in China", abstract = "Preference for different conflict resolution styles is
influenced by cultural background and power distance of two parties
involving in conflict. This research put forward 7 hypotheses and
tested the preference differences of the five conflict resolution styles
between Chinese owner and contractor as well as the preference
differences concerning the same style between two parties. The
research sample includes 202 practitioners from construction
enterprises in mainland China. Research result found that theories
concerning conflict resolution styles could be applied in the Chinese
construction industry. Some results of this research were not in line
with former research, and this research also gave explanation to the
differences from the characteristics of construction projects. Based on
the findings, certain suggestions were made to serve as a guidance for
managers to choose appropriate conflict resolution styles for a better
handling of conflict.
", keywords = "Chinese Owner and Contractor, Conflict,
Construction Project, Conflict Resolution Styles.", volume = "8", number = "4", pages = "1185-10", }
