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Management of Interpersonal Conflict in Negotiation with Chinese: A Perceived Face Threat Perspective

Author

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  • Zhuo-Jia Zhao

    (Zhejiang University of Finance and Economics)

  • Hung-Hsin Chen

    (East China Normal University)

  • Kevin W. Li

    (University of Windsor)

Abstract

Despite increasingly frequent business interactions between China and the West, negotiations with Chinese remain a great challenge to most Westerners. Sino-Western discrepancies in cultural values and social norms lead to massive misunderstandings and inevitable conflicts in business negotiations. Grounded on the Politeness Theory (Brown and Levinson in Politeness: some universals in language usage, Cambridge University Press, New York, 1987), this study aims to better predict Chinese negotiation behaviors from an indigenous perspective by exploring the impact of face on Chinese conflict handling strategies. With a sample of 608 Chinese business representatives, this research demonstrates the significant effect of perceived fellowship-, moral-, competence- and autonomy-face threats on Chinese conflict management styles in business negotiations. It is found that Chinese do not always act as politely and agreeably as expected when bargaining with their business partners, especially in a conflict context. Based on their perceptions of face threats induced by various conflict issues, they may adopt different strategies, ranging from competing, collaborating, compromising, accommodating to avoiding, to negotiate with their counterparts. In addition, it is confirmed that both a contextual antecedent (guanxi) and an individual trait (public self-consciousness) will significantly influence Chinese representatives’ face threat perceptions and, subsequently, determine how they will behave in business negotiations.

Suggested Citation

  • Zhuo-Jia Zhao & Hung-Hsin Chen & Kevin W. Li, 2020. "Management of Interpersonal Conflict in Negotiation with Chinese: A Perceived Face Threat Perspective," Group Decision and Negotiation, Springer, vol. 29(1), pages 75-102, February.
    • Handle: RePEc:spr:grdene:v:29:y:2020:i:1:d:10.1007_s10726-019-09645-2
    DOI: 10.1007/s10726-019-09645-2
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    References listed on IDEAS

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    Cited by:

    1. Carsten K. W. Dreu & Tim R. W. Wilde & Femke S. Velden, 2021. "Intergroup Competition Mitigates Effects of Reward Structure on Preference-Consistency Bias and Group Decision Failure," Group Decision and Negotiation, Springer, vol. 30(4), pages 885-902, August.

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