Harmony Versus Conflict In Asian Business

This book is a timely evaluation of how a harmonious business environment can be created and managed successfully in an increasingly turbulent era. It illustrates how diversity within East-West business is valuable to the development of new approaches in managing harmony for practitioners.

Seminar paper from the year 2017 in the subject Communications - Intercultural Communication, grade: 1,3, Hong Kong Polytechnic University, language: English, abstract: In order to find out solutions for leadership and communication conflicts of Western expatriates in Asia, this paper examines cultural characteristics of the Asian, as well as Western, leader-follower construct and how miscommunication could occur. Furthermore, expected leadership styles are explained and which leadership traits and behaviors are desirable from the Asian point of view. Finally, improvement approaches for better cross-cultural conflict management and expatriate leadership in Asia are discussed, while pointing out their limitations. In an increasingly globalized world, it is more and more common to work in intercultural teams with intercultural leaders. This paper is about the problems that arise when leadership is not meeting the expectations in a particular culture and when conflicts are not managed with regard to the cultural backgrounds. Asian societies tend to be collectivist cultures, where conflicts are usually avoided and where harmony is the ultimate goal. In Western societies, conflict resolution is usually characterized by direct confrontation. Expectations to a leader also differ: In Asian societies, a paternalistic leadership approach seems to be more common, whereas in Western societies a participative leadership style is used. Awareness is the first step of a successful cross-cultural cooperation, but it does not give instructions how to act in a certain situation.

conflict management in the Asia Pacific Assumptions and Approaches in Diverse Cultures Research-based and action-oriented, this book aims to give both a conceptual understanding of conflict management and practical guidelines to managing conflict in the Asia Pacific. It describes the various assumptions, expectations and values of Asia Pacific workers and how they deal with their conflicts. The book's central theme is on doing business internationally and managing conflict with different peoples and countries in the region. It describes how each country handles conflict in the workplace and how other countries can work with them effectively and constructively at various levels of management. The authors define the attitudes, assumptions and self-perceptions which shape a country's approach to conflict. These self-perceptions can have a major impact on conflict management especially when dealing with people from other countries. The contributors of all chapters draw upon a wide range of disciplines to document the conflict beliefs of people in their country. In addition to cross-cultural and other behavioral studies, they use literature and history to identify how people in their country think about themselves and their neighbors. They also refer to case studies where expectations get in the way, how expectations help conflict management, and how people overcome interfering expectations to forge successful business alliances.

This book investigates the business strategies chosen by oil and gas service companies operating in China, Singapore and Malaysia. It provides an analytical view of the reliability of strategic theoretical frameworks based on Western business practice but applied in a non-Western business environment like Asia.

Conflict management and harmony building are two key issues of intercultural communication research and merit particular attention in the globally interconnected world. In the expanded second edition, the book explores the effective ways to manage intercultural conflict and develop intercultural harmony, and takes an interdisciplinary approach to address the two issues. The book begins with the theoretical perspectives on conflict management and harmony building. It examines intercultural communication ethics, diversity and inclusion, conflict resolution, conflict face negotiation, and intercultural competence. It presents both Western and non-Western perspectives. The book then addresses in its second section conflict management and harmony building in specific contexts. These include communication in intergenerational relationships, multinational corporations, and virtual spaces, and covers a range of national cultures including the USA, Japan, Germany, and China. Drawing on the current research findings, this book covers the major theoretical perspectives and provides for a wide range of discussions on intercultural conflict management. It is a crucial reference for teachers, students, researchers, and practitioners alike.

In the decade following the Asian financial crisis, the East Asian political economy has experienced a radical transformation. This book thus investigates the responses of Japanese automotive makers to the processes of regionalism and regionalization by locating firm-level analysis in a broader political economy context.

Focusing on safety and environmental protection issues, this book provides incisive, cutting-edge theoretical analysis that evaluates the impact of new automotive technologies, and the associated public policies, on social welfare.

This book reviews the deep historical roots of Asian business ethics and firmly places these into the modern context. From this analysis the various authors review the role of trust in alliances - in general, and in operational detail in several countries in South and East Asia: Malaysia, Japan, Singapore and Korea are featured. Finally we note the need to develop trust looking at the obstacles of understanding these aspects.