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Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.14/1057834
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- Title
- “CULTURE” – The imperceptible influence shaping conflict management and dispute resolution strategies in transnational business relationships : a conceptual framework to improve communication skills with international counterparts
- Related
- Tirpitz, Alexander and Schleus, René R.. Yearbook of market entry advisory 2016 : communication in international business, p.257-288
- Publisher
- Berlin : epubli
- Date
- 2016
- Author/Creator
- Hartl, Sandra
- Author/Creator
- Chavan, Meena
- Description
- The purpose of this chapter is to examine the impact of “Culture” on conflict management and dispute resolution strategies in transnational business relationships. It synthesizes two fields of study: conflict resolution and cross-cultural communication, which has not been mutually explored in academic research in this context. A conceptual framework is proposed that draws upon seminal work on cross-cultural communication models. The uniqueness of this proposed framework is that the independent variable is analysed on an individual basis and does not focus on the nationality of origin but encompasses a construct of each individual’s cultural values defined by personality, culture intelligence, life spaces, experience abroad, and the organizational culture of a person’s workplace. Transnational corporations from economically strong countries will take advantage of increasing opportunities by engaging in business ventures overseas which transpires the need for building intercultural dispute resolution strategies. By developing a conceptual framework this paper will contribute to interdisciplinary research, policy/program development, historical critique, cultural analysis, and influence numerous cross-cultural business relationships worldwide. This framework will assist transnational corporations in understanding that conflict can be found in cultural differences, between parties - in their expectations, behaviour and particularly in their communication styles. Culture and communication are synonyms and negotiation differences and conflict arise from culture based communication breakdowns. The solution lies in individuals’ ability to know and understand the people and their culture and the situation. Managers must be prepared by developing an understanding of the cultural contexts in which they will be operating to reach a win-win solution.
- Description
- 32 page(s)
- Subject Keyword
- Cross cultural communication
- Subject Keyword
- conflict management
- Subject Keyword
- dispute resolution
- Subject Keyword
- mediation
- Subject Keyword
- culture
- Subject Keyword
- transnational organisations
- Subject Keyword
- cultural intelligence
- Subject Keyword
- cross cultural management
- Subject Keyword
- bicultural & multicultural identity
- Subject Keyword
- intercultural work relationships
- Resource Type
- book chapter
- Organisation
- Macquarie University. Department of Marketing and Management
- Identifier
- http://hdl.handle.net/1959.14/1057834
- Identifier
- mq:43027
- Identifier
- ISBN:9783737593151
- Identifier
- mq-rm-2014001481
- Identifier
- mq_res-se-545425
- Language
- eng
Macquarie University ResearchOnline
