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Social face concerns and conflict avoidance of Chinese employees with their Western or Chinese managersHuman Relations
Document TypeJournal article
- conflict avoidance,
- cross-cultural interaction,
- face negotiation theory,
- social face concerns
AbstractThis study explores behavioral strategies in conflict avoidance and how they are related to social face concerns. One hundred and thirty-two Chinese employees recalled an incident where they avoided a conflict with their supervisors. Confirmatory factor analysis supported the categorization of yielding, outflanking, delay, and passive aggression as alternative approaches to avoiding conflict. Overall, other-face was positively associated with yielding and delay, whereas self-face was positively associated with passive aggression. The associations of social face concerns and avoidance were stronger among employees who interacted with Chinese managers compared with those working for Western managers. In conjunction with recent studies, findings challenge the traditional theorizing that the Chinese value of social face leads to passive avoidance.
Copyright © 2011 by The Tavistock Institute
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Citation InformationPeng, A. C., & Tjosvold, D. (2011). Social face concerns and conflict avoidance of Chinese employees with their Western or Chinese managers. Human Relations, 64(8), 1031-1050. doi: 10.1177/0018726711400927