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Article
Japanese Community and Organizational Mediation
The Journal of Conflict Resolution
  • Ronda Roberts Callister, Utah State University
  • James A. Wall, Jr., University of Missouri
Document Type
Article
Publisher
SAGE Publications
Publication Date
1-1-1997
Abstract
This study investigated community and organizational mediation in Japan. Initially, hypotheses about community mediation were developed from a review of Japanese history and culture. These predictions were compared to data from interviews with Japanese students and subsequently with data collected in Japan. The comparisons yielded revised predictions about organizational conflict resolution, which were strongly supported by data collected in Japan. Specifically, it was found that the Japanese in their organizations, as in the community, infrequently use assertive mediation techniques such as criticism, education, and disputant separation. They are more apt to rely on nonassertive techniques such as gathering information from the disputants, listening to opinions, and relaying these between disputants. Such an approach is significantly less assertive than that used by the Chinese or the South Koreans.
Comments
Originally published by SAGE Publications. Publisher's PDF and article fulltext available through remote link via JSTOR.
Citation Information
Callister, R. R. & Wall, J. A. Jr. 1997. Japanese community and organizational mediation. Journal of Conflict Resolution, 41: 311-328.