中德跨文化管理决策冲突化解的沟通实验研究
详细信息    本馆镜像全文|  推荐本文 |  |   获取CNKI官网全文
摘要
经济全球化的客观存在使得各国之间的空间距离大大缩小,但是空间距离的缩小并不意味着不同文化背景下的人们之间的文化距离或心理距离瞬间缩短,与之相反的是文化差异滋生众多的交际失误、矛盾和冲突。文化差异是导致跨国经营产生冲突乃至失败的主要原因之一。沟通是一个涉及思想、信息、情感、态度或印象的互动过程,是组织的生命线、是协调组织各个系统、缓解组织中的矛盾、解决跨文化冲突的必要手段。为了提高跨国经营绩效,论文构建了“文化差异——决策冲突——沟通化解”的理论框架来解决由文化差异引起的跨文化决策冲突问题。
     首先,论文基于"Hofstede文化分析框架”设计文化差异检测量表,该量表通过了信度和效度检验。将中德被试填写的文化差异检测量表进行独立样本检验,找出了他们在不确定性规避、长期取向、个人主义3个文化维度上具有显著性差异的文化特征;同时也对中德文化在上述三个维度上的共性进行了分析。依据文化差异检测结果,选取代表中国文化的中国人和代表德国文化的德国人作为沟通行为实验主体参与实验,从而构建了跨文化的沟通环境(见第三章)。
     然后,论文将中德被试之间具有显著性差异的文化变量作为跨文化管理决策冲突的影响因素,运用逻辑回归方法和Spearman等级相关分析方法验证了文化差异与跨文化管理决策冲突的因果关系。运用独立样本检验方法对文化差异导致的跨文化管理决策冲突的冲突强度进行测量,将中德被试之间具有冲突的管理决策情景案例作为沟通行为实验的沟通客体,从而在沟通实验主体之间构建了跨文化的冲突场景(见第四章)。
     在具备实验主体和实验客体的条件下,论文进行了沟通行为实验设计。根据实验设计进行了预实验,并在预实验结果分析的基础上对实验设计予以改进,最终将管理决策冲突强度、沟通频率、沟通技巧作为影响跨文化管理决策冲突化解的重要变量(见第五章)。最后,论文运用相关分析方法、描述性统计分析方法、配对样本T检验、矩阵分析方法等对实验数据进行分析,验证了管理决策冲突强度与冲突化解度负相关的关系;验证了沟通技巧与冲突化解度正相关的关系;验证了沟通频率与沟通技巧正相关的关系。论文提出了累计冲突化解度和边际冲突化解度的概念;验证了沟通频率与边际冲突化解度负相关的关系;发现了累计冲突化解度随沟通频率的增加呈倒U型曲线的规律,即当边际冲突化解度>0时,累计冲突化解度与沟通频率正相关,当边际冲突化解度<0时,累计冲突化解度与沟通频率负相关,当边际冲突化解度=0时,累计冲突化解度达到最大值。此外,论文把意义建构理论引入管理学,构建了跨文化沟通技巧衡量指标体系(见第六章)。
The spatial distance between countries greatly reduced under economic globalization, but the narrowing of the spatial distance does not mean the shrinking of the cultural distance or psychological distance between people from different cultural backgrounds. In contrast, cultural differences breed a large number of communication errors, contradictions, conflicts and even lead to transnational business failure. Communication is the lifeblood of the organization. Communication is the necessary means to coordinate the organization of each system and to alleviate the contradictions in the organization and to resolve cross-cultural conflict. So builds a theoretical framework to resolve cross-cultural decision-making conflict due to cultural differences by communication in this thesis.
     Design questionnaire to scale the cultural differences based on Hofstede'cultural analysis framework first and the questionnaire is inspected through the test of reliability and validity. Conduct an independent sample test to the questionnaires which fill by Chinese participants and German participants in order to find significant differences and commonness between German culture and Chinese culture in the three dimensions of uncertainty avoidance, long-term orientation and individualism. Select Chinese and Germans to participate in communication behavioral experiments according to the survey results (see Chapter3).
     Make significant cultural differences between Germans and Chinese as influencing factors which causing decision-making conflict. Validate the causal relationship between the cultural differences and cross-cultural management decision-making conflict by logistic regression and spearman rank correlation analysis method. Use independent samples test method to scale conflict intensity of cross-cultural management decision-making conflict which caused by cultural differences. Make management decision-making scenarios cases as a carrier of conflict between Chinese participants and German participants as the communication objects of the communication behavioral experiments. So we build cross-cultural conflict scenarios between the communication experiment subjects (see Chapter4).
     Design behavioral experiments on resolving cross-cultural decision-making conflict by communication between Chinese and Germans under the condition of Experimental subjects and experimental objects. Implement pre-experiment according to the experimental design and improve the experimental design on the basis of the analysis of the results of pre-experiment. Make decision-making conflict intensity, frequency of communication, communication skills as important variables that inducing cross-cultural conflict (see Chapter4). Prove to the negative correlation between conflict intensity and communication effects, prove to the positive correlation between communication skills and conflict resolution and prove to the positive correlation between frequency of communication and communication skills by correlation analysis, descriptive statistical analysis methods, the paired samples T-test and the matrix analysis method. Furthermore, Presents the concept of cumulative conflict resolution degree and marginal conflict resolution degree; proves to the negative correlation between the communication frequency and marginal conflict resolution degree and reveal the cumulative communication resolution degree to show an inverted U-shaped curve with the increase of communication frequency. Found a positive correlation between the frequency of communication and the cumulative conflict resolution when marginal conflict resolution degree>0and a negative correlation between the frequency of communication and the cumulative conflict resolution when marginal conflict resolution degree<0and prove that the cumulative communication resolution degree reached its maximum when marginal communication resolution degree is zero. At last, build index system to scale communication techniques based on sense-making theory.
引文
[1]Allais M. Le comportement de I'homme rationanel devant le risque:Critique des postulats et axioms de I'ecole Americaine [J]. Econometrica,1953,21:503-546
    [2]Amason, A. C. & Schweiger, D. M. Resolving the paradox of conflict, strategic decision making and organizational performance [J].International Journal of Conflict Management,1994,5:239.
    [3]Amason, A. C. Distinguishing the effect of functional and dysfunctional conflict on strategic decision making:resolving a paradox for top management teams [J].Academy of Management Journal,1996,39:123-148.
    [4]Aumann R J, Hart S, Perry M. Conditioning and the Sure-Thing Principle. Discussion Paper Series dp393, Center for Rationality, Hebrew University of Jerusalem, June, 2005. (Downloadable:http://www.ma.huji.ac.il/hart/abs/stp.html).
    [5]Brandstatter E, Gigerenzer G, Hertwig R. The priority heuristic:Making choices without trade-offs [J]. Psychological Review,2006,113(2):409-432.
    [6]Brown, L. D. Managing conflict among groups [M]. In D. A. Kolb, I. M. Rubin & J. M. McIntyre (Eds.), Organizational psychology:A book of readings (3rd Ed). Englewood Cliffs, NJ:Prentice Hall,1979.
    [7]Buller, P. F. & Kohls, J. J. & Anderson, K. S. When ethics collide:managing conflicts across cultures [J], Organizational Dynamcs,2000,28(4):52-66.
    [8]Cheung, Y. K. F & Rowlinson, S., The interrelationships between organisational structure, culture and commitment:an Australian case study[C]. In Australian Project Management institute 2005 Conference,9-11 October 2005, Melbourne, Australia.
    [9]Coser, L. A. The Functions of Social Conflict [M]. Glencoe, Illinois:The Free Press, 1956.
    [10]Davis, D. D.& Holt, C. A., Experimental Economics [M], Princeton, N. J.:Princeton University Press,1993.
    [11]Das, T. K. & Teng, B. Managing risks in strategic alliances [J]. Academy of Management Executive,1999, 1(4):50-62.
    [12]Daniels, T. D. Spiker, B. K. Perspectives on Organization Communication [M], Brown Publishers Dubuwue, Iowa,1991.
    [13]De Cenzo, D. A.& Robbins, S. P., Human Resource Management [M],6th Ed., NY: John Wiley and Sons, Inc.,2001.
    [14]Dedreu, C. K. W. & Weingart, L. R. Task versus relationship conflict, team performance and team member satisfaction:A meta-analysis [J]. Journal of Applied Psychology,2003,88:741-749.
    [15]Dess, Gregory G. Consensus on strategy formulation and organizational performance: competitors in a fragmented industry [J]. Strategic Management Journal,1987,8: 259-277.
    [16]Deutsch, M. A theory of cooperation and competition [J]. Human Relations,1949, 2:129-151.
    [17]Deutsch, M. Sixty years of conflict. International [J]. Journal of Conflict Management,1990,1:237-263.
    [18]Dervine, B. Sense-Making's journey from meta-theory to methodology to methods: An example using information seeking and use as research focus [M]. Cresskill, NJ: Hampton Press,2003.
    [19]Dervine, B. Interviewing as dialectical practice:Sense-Making methodology as exemplar [C]. Paper presented to the Audience Section of the International Association for Media and Communication Research Annual Meeting, July 20-25, Stockholm, Sweden,2008.
    [20]Druckman, D. The situational levers of negotiating flexibility [J]. Journal of Conflict Resolution,1993,37:236-276.
    [21]Eisenhardt, K. M. Building theories from case study research [J]. Academy of Management Review,1989,14:532-550.
    [22]Friedman, D.& Cassar, A. Economics Lab:An Intensive Course in Experimental Economics [M]. Routledge, UK,2004.
    [23]Friedman, D.& Sunder, S. Experimental Methods:A Primer for Economists [M]. Cambridge University Press,1994.
    [24]Griffin, A.,& Hauser, J. R. Integrating R&D and marketing:A review and analysis of the literature [J]. Journal of Product Innovation Management,1996,13 (3),191-215.
    [25]Grundy, T., Wensley, R. Strategic behavior:The driving force of strategic management [J]. European Management Journal,1999,17:326-334.
    [26]Farace, R.V., Monge, P. R., Russell, H. M. Communicating and organizing [M]. Reading, MA:Addison-Wesley,1977.
    [27]Hall, E. T. Beyond Culture [M], New York:Anchor Press.1976.
    [28]Harcar, T.& Karakaya, F. A Cross Cultural Exploration of Attitudes towards Product Expiration Dates [J]. Psychology & Marketing,2005,22(4):353-371.
    [29]Hofstede, G. Culture's Consequences:International Differences in Work-related Values [M], Beverly Hills CA:Sage Publications,1980.
    [30]Hofstede, G.& Bond, M. H. The Confucius connection:from cultural roots to economic growth [J], Organizational Dynamics,1988,16(4):4-21.
    [31]Hofstede, G. Culture's consequences:Comparing values, behaviors, institutions, and organizations across nations (2nd ed.) [M]. Thousand Oaks, CA:Sage Publications, 2001.
    [32]House, R.J., Hanges, P. J., Javidan, M., Dorfman, P. W., and Gupta, V. Culture, leadership, and organizations:The GLOBE study of 62 societies [M]. Thousand Oaks, CA:Sage Publications,2004.
    [33]Janssen, O., Van de Vliert, E., Veenstra, C. How task and person conflict shape the role of positive interdependence in management teams [J], Journal of Management, 1999,25(2):117-42.
    [34]Javidan, M. and R.J. House, Cultural acumen for the global manager:Lessons from GLOBE [J].30th Anniversary Special Issue of Organizational Dynamics,2001, 29(4):289-305.
    [35]Jehn, K. A. Enhancing effectiveness:An investigation of advantages and disadvantages of value-based intragroup conflict [J], International Journal of Conflict Management.1994,5:223-238.
    [36]Kagel, J. H.& Roth, A. E. The Handbook of Experimental Economics [M], Princeton University Press Princeton. NJ,1995.
    [37]Kahneman D, Tversky A. Prospect theory:An analysis of decision under risk [J]. Econometrica,1979,47:263-291.
    [38]Kaiser, H.F. An index of factorial simplicity [J]. Psychometrika,1974,39:31-36.
    [39]Kirkbride, P. S.& Tang, S. F. Y.& Westwood, R. I. Chinese Conflict Preferences and Negotiating Behaviour:Cultural and Psychological Influences [J], Organization Studies,1991,12(3):365-386.
    [40]Kluckhohn, F. R.& Strodtbeck, F. L. Variation in Value Orientation [M], Westport, Conn.:Greenod Press.1961.
    [41]Lewicki, R.J., Weiss, S.E.,& Lewin, D. Models of conflict, negotiation and third party intervention:A review and synthesis [J]. Journal of Organizational Behavior, 1992,13:209-252.
    [42]Li, S. Equate-to-differentiate theory:A coherent bi-choice model across certainty, uncertainty and risk [D]. Unpublished doctoral dissertation, University of New South Wales,1994.
    [43]Li, S. A behavioral choice model when computational ability matters. [J] Applied Intelligence,2004,20(2):147-163.
    [44]Li, S.& Fang, Y. Respondents in Asian cultures (e.g., Chinese) are more risk-seeking and more overconfident than respondents in other cultures (e. g., in United States)but the reciprocal predictions are in total opposition:How and why [J]. Journal of Cognition and Culture,2004,4(2):263-292.
    [45]Loewenstein G, Weber E, Hsee C, Welch N. Risk as feelings [J]. Psychological Bulletin,2001,127(2):267-286.
    [46]Liu, L. A., Friedman, R. A. & Chi, Sh. Ch. "Ren Qing" versus the "Big Five":The Role of Culturally Sensitive Measures of Individual Difference in Distributive Negotiations [J], International Association for Chinese Management and Organization Review,2005, 1(2):225-247.
    [47]Lovelace, K., Shapiro, D.L., & Weingart, L.R. Maximizing crossfunctional new product teams' innovativeness and constraint adherence:A conflict communications perspective [J]. The Academy of Management Journal,2001,44(4):479-493.
    [48]Lopes L L. Between hope and fear:The psychology of risk [J]. Advances in Experimental Social Psychology,1987,20:255-295.
    [49]Minkov, M. What Makes Us Different and Similar:A New Interpretation of the World Values Survey and Other Cross-Cultural Data, Sofia [M], Bulgaria: Klasika y Stil Publishing House,2007.
    [50]Mohr, J. J., Fisher, R.J., Nevin, J. R. Collaborative Communication in Inter-firm Relationships:Moderating Effects of Integration and Control [J] Journal of Marketing,1996,60(3):103-115.
    [51]Pruitt, D. Negotiation Behavior [M]. NY:Academic Press,1981.
    [52]Pondy, L. R., reflections on organnizationalconflict [J], Journal of organizationsl change management,1989,2(2):94-98.
    [53]Putnam, L. L. & Wilson, S. R. Communicative strategies in organizational conflict: Reliability and validity of management scale [M]. Baverly Hills, California:Sage. 1982.
    [54]Putti, J. M.; Koontz, H. & Weihrich, H. Essential of Management:An Asian Perspective [M]. Singapore:McGraw-Hill,1998.
    [55]Robbins, S. P. Organizational Behavior [M],9th Edition. New Jersey:Prentice Hall, 2001.
    [56]Rahim, M. A. Managing conflict in organizations (2nd ed.) [M].New York:Praeger, 1992.
    [57]Rudmin, F. W. Field notes from the quest for the first use of "acculturation" [J]. Cross-Cultural. Psychology Bulletin,2003,37 (4):24-31.
    [58]Schwartz, S. H. Individualism-collectivism:Critique and proposed refinements [J]. Journal of Cross-Cultural Psychology,1990,21:139-157.
    [59]Simons, T. L., Peterson, R. S., Task conflict and relationship conflict in top management teams:the pivotal role of intra-group trust [J], Journal of Applied Psychology,2000,85(1):102-11.
    [60]Simon, H. A. Administrative Behavior [M].New York:Macmillan,1947.
    [61]Simon H A. A behavioral model of rational choice [J]. Quarterly Journal of Economics,1955,69:99-118.
    [62]Simon H A. Rational choice and the structure of the environment [J]. Psychological Review,1956,63(2):129-138
    [63]Singh, A.,& Vlatas, D. A. Using conflict management for better decision making [J]. Journal of Management in Engineering,1991,7(1):70-82.
    [64]Terry Eagleton, The Idea of Culture [M], Blackwell Publishers,2000.
    [65]Tjosvold, D. Cooperative and competitive interdependence:Collaboration between departments to serve customers [J]. Group and Organization Studies,1988, 13(3):274-289.
    [66]Tjosvold, D., Law, K. S.& Sun, H. Effectiveness of Chinese teams:the role of conflict types and conflict management approaches [J]. Management and organization review,2006,2(2):231-252.
    [67]Thomas, K.W. Conflict and conflict management. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology [M]. Chicago:Rand McNally, 1976.
    [68]Thomas, K. W. & Schmidt, W. H. A survey of managerial interests with respect to conflict [J], Academy of Management Journal,1976.19:315-318.
    [69]Triandis, H. C. & Carnevale, P. & Gelfand, M. et al.Culture, personality and deception:A multilevel approach [J]. International Journal of Cross-cultural Management,2001,1:73-90.
    [70]Tsui, A. S & Wang, H & Xin, K. R. Organizational Culture in China:An Analysis of Culture Dimensions and Culture Types [J], International Association for Chinese Management and Organization Review,2006, published in China.
    [71]Tylor, Edward B.1871. Primitive Culture [M]. New York:Harper,1958.
    [72]Van de Ven, A. H., Ferry, D. Measuring and Assessing Organizations [M], New York: Wiley Interscience,1980.
    [73]Von Neumann, J. & Morgenstern, O. Theory of Games and Economic Behavior [M], Princeton University Press,1944.
    [74]Weber, R. A. & Camerer, C. F. Cultural Conflict and Merger Failure:An Experimental Approach [J], management science,2003.
    [75]Weihrich, H & Koontz, H., Management:A Global Perspective [M],10th edition,. McGraw-Hill,1993.
    [76]Weber, E. U. & Hsee, C. K. & Sokolowska, J. What folklore tells about risk and risk taking? Cross-cultural comparisons of American, German and Chinese proverbs [J],Organizational Behaviour and Human Decision Processes,1998,2:170-186.
    [77]Wright, G. Cultural and Task Influences on Decision Making Under Uncertainty [J], Current Anthropology,1981,22(3):290-291.
    [78]Xie, D. M., Fan, L. L. Explore the Cultural Roots Leading to Difference of National Innovation Ability--An Empirical Analysis Based on Chinese and German Samples [C]. Information Management, Innovation Management and Industrial Engineering (IEEE 2010), Kunming, China,2010(11):60-63.
    [79]Xie, D. M., Fan, L. L., Yi, J. B. The Effect of Uncertainty Avoidance Cultural Tendency Difference on supply chain management [C]. International Conference on Engineering and Business Management (EMB 2010), Chengdu, China, 2010(3):244-247.
    [80]Xie, D. M, Fan, L. L., Yi, J. B. Experiment Research on Communication Art Resolving Cross-culture Conflict [C]. The 5th International Symposium for Corporate Governance, at Tianjin, September 04-06,2009, China:103-111.
    [81]Xie, D. M., Fan, L. L. Experiment Research on Communication Frequency and Conflict Resolution [C]. International Conference on Engineering and Business Management (EMB 2012), Shanghai, China,2012(3):3991-3994.
    [82]Yates, J. F. & Lee, J. W. & Bush, J. G. General knowledge overconfidence: Cross-national variations, response style, and reality [J]. Organizational Behavior and Human Decision Processes,1997,70:87-94.
    [83]宝贡敏,汪洁.人际冲突理论研究评述[J].技术经济,2007,26(11):12-16.
    [84]毕研玲,李纾.有限理性的“占优启发式”和“齐当别”决策模型的作为——当Allais悖论杠杆撬动了期望效用理论[J],心理科学进展,2007,(07):682-688.
    [85]陈捷.认知冲突和情绪冲突对组织绩效的影响[J].外国经济与管理,1998,(5):3-7.
    [86]陈岩峰.管理决策与文化相关性中外比较[J],商业时代.学术评论,2006,20:8-25.
    [87]陈至发.跨国战略联盟企业文化协同管理研究[D].西北农林科技大学博士论文,2004.
    [88]董惠梅.国家文化对管理决策的影响分析——以美国与中国比较为例[J],求索,2006,9:83-85.
    [89]丁俏蕾.中美广告语篇中“软卖”与“硬卖”手段解码分析[J],宁波大学学报(人文科学版),2008.
    [90]顾盼.上下级沟通、角色压力与知识共享及工作满意度研究[D].浙江大学硕士学位论文,2007.
    [91]郭松玲.中国企业国际化成长中的跨文化管理模式研究[D].北京工业大学硕士论文,2008.
    [92]姜小暖.团队沟通在团队集体效能感与团队绩效之间的调节作用研究[D].吉林大学硕士学位论文,2011.
    [93]蒋雪娇.不同文化背景下渠道关系质量对企业出口绩效的影响研究[D].中南大学硕士论文,2008.
    [94]兰辉.中国与美国门户网站文化可用性比较研究[D].上海交通大学硕士论文, 2007.
    [95]李纾.发展中的行为决策研究[J],心理科学进展,2006,14(4):490-496.
    [96]李婷.认知风格、情绪对行为决策中分离效应影响的实验研究[D].河北师范大学硕士论文,2011.
    [97]林雪莹.创业团队冲突对创业绩效影响研究[D].中山大学硕士论文,2008.
    [98]刘海山.高层管理团队的冲突研究[J].现代管理科学,2008,10:47-48.
    [99]彭俊峰.企业文化对企业战略决策影响的实证研究[D].大连理工大学硕士论文,2005.
    [100]乔欢,周舟.意义建构理论要义评析[J].图书馆杂志,2007,26(5):8-10.
    [101]宋雪雁.用户信息采纳行为模型构建及应用研究[D].吉林大学博士论文,2010.
    [102]田莉.文化背景下的国际贸易[J].山西财政税务专科学校学报,2006,7(5):51-53.
    [103]维柯.朱光潜译.新科学[M],商务印书馆,1989.
    [104]汪祚军,李纾.行为决策中出现的分离效应[J].心理科学进展,2008,16(4):513-517.
    [105]王君华.跨国企业战略联盟的文化协同研究[D].武汉理工大学博士论文,2007.
    [106]王文杰,刘原,米丘朗.不同文化对企业创新决策的影响研究[J],西北纺织工学院学报,2001,15(4):8-12.
    [107]王文杰,汤兵勇.文化价值观的不同对企业家决策的影响[J].东华大学学报(社会科学版),2003,03(01):20-22.
    [108]王国锋,李懋,井润田.高管团队冲突、凝聚力与决策质量的实证研究[J],南开管理评论.2007,(05):89-111.
    [109]王婧.我国跨国公司的跨文化管理研究[D].湖南工业大学硕士论文,2008.
    [110]伍玉琴.交互记忆系统影响团队有效性的实证研究[D].西安电子科技大学硕士论文,2010.
    [111]谢冬梅,范莉莉,易加斌.基于意义建构理论的跨文化沟通衡量指标体系研究——以中德两国为例[J].经济经纬,2011,(1):100-104.
    [112]谢冬梅,范莉莉,易加斌.跨国公司员工沟通衡量指标体系之实验研究——基于意义建构理论[J].软科学,2011,(5):116-119.
    [113]谢冬梅,范莉莉,易加斌.文化差异对国家创新能力的影响研究——基于中德样本的实证分析[J].技术经济与管理研究,2012,192(7):37-40.
    [114]谢冬梅,范莉莉.跨文化视角下的产品渗透定价决策之差异分析——基于中德样本的实证分析[J].价格月刊,2012,(9):.35-38.
    [115]谢冬梅,范莉莉.中西文化在不确定性规避维度上的比较研究[J].广西社会科学,2012,(10):162-166.
    [116]姚振华,孙海法.高管团队组成特征、沟通频率与组织绩效的关系[J].软科学,2011,(6):64-75.
    [117]姚孝军.国际商务中的跨文化管理研究[D].华中农业大学博士论文,2006.
    [118]易楚君.中美文化价值观差异对联想整合IBM PC部门的影响[D].武汉理工大学硕士论文,2010.
    [119]祝颐蓉,岳超源.决策行为文化差异的实验分析[J],武汉理工大学学报,2005,27(4):319-322.
    [120]祝颐蓉.决策行为的文化差异分析[D].华中科技大学硕士论文,2005.
    [121]张结魁.消费者网络信息搜寻行为研究[D].合肥工业大学博士论文,2010.
    [122]周纯.风险决策中的框架效应研究再探[D].江西师范大学硕士论文,2009.

© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号

地址:北京市海淀区学院路29号 邮编:100083

电话:办公室:(+86 10)66554848;文献借阅、咨询服务、科技查新:66554700