Japanese and Thai Differences in Conflict Management
Implications for Adaptations in Human Resource Management
Bibliographic Data
| ID | 12765366 |
|---|---|
| Authors | Jun Onishi (Hirosaki University, corresponding author), Reuben Mondejar (0000-0003-3753-4789, City University of Hong Kong) |
| Year | 2011 |
| Volume | 10 |
| Issue | 1 |
| Pages | 1-32 |
| Publication date | 2011-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The Journal of Comparative Asian Development (JOURNAL) |
| Journal identifiers | ISSN: 1533-9114 • E-ISSN: 2150-5403 |
| Publisher | Routledge (PUBLISHER • GB) |
| DOI | 10.1080/15339114.2011.578463 |
| OpenAlex | W1973741512 |
| Language | EN |
| References cited | 27 |
A survey questionnaire was designed to identify the key differences of national culture and the five styles of conflict management between Japanese managers and Thai staff of Japanese manufacturers in Thailand. Significant differences were found between these two nationalities. Thai staff emphasize collectivism and uncertainty avoidance. Thai staff, however, support collectivism with Thai nationalities and exclude Japanese managers from their collective society. Thai staff try to avoid uncertainty at the workplace as they do not want to be reprimanded by the Japanese managers because of unclear instructions and responsibilities. Thai staff respect paternalistic managers who take care of both personal and work-related issues of their subordinates. For conflict management style, both nationalities support collaboration but otherwise, Japanese managers support competition while Thai staff support compromise. Japanese managers and Thai staff also accept an accommodating style but the Japanese accommodating style is a mixture of accommodation and compromise or accommodation and avoidance. This style is observed in the process of Japanese managers' adaptation to Thai culture. The results of this study will help the management of Japanese companies operating in Thailand and throughout Asia manage conflict more effectively and prepare Japanese managers and local subordinates to be more adaptive to working together. It replicates the conflict management styles identified in the literature but provides a different empirical foundation in the context of Japanese and Thai managers
Accommodation · Business · Collectivism · Competition (biology · Compromise · Conflict management · Context (archaeology · Economics · Human resource management · Individualism · Management · Management styles · Political science · Public relations · Style (visual arts · Uncertainty avoidance · Work (physics · Conflict Management and Negotiation · Family Business Performance and Succession · International Student and Expatriate Challenges · Psychology · Marketing
Culture's consequences
A Note on the Multiplying Factors for Various χ2 Approximations
An Index of Factorial Simplicity
Managing Conflict in Organizations
Confucian Values and Conflict Behavior of Asian Managers
Transcultural management
Cooperative Conflict Management as a Basis for Training Students in China
| Citation velocity | historical |
|---|---|
| Highly cited | No |