中日职场冲突管理方式跨文化对比研究

发布时间：2018-10-05 18:02

【摘要】：冲突矛盾在职场中不可避免，不同文化背景的企业员工所采取的不同冲突处理方式也会对企业文化和企业工作效率的产生直接或间接的影响。随着经济全球化的不断发展，中国和日本这两个亚洲经济强国之间的经济合作越来越频繁。中日同为东亚文化范畴，在文化价值观上有很多共同点，但这并不代表二者没有差异。以往的职场跨文化冲突管理研究多集中与东方人与西方人的对比上，如中国和美国企业员工之间的对比。事实上，中日之间的一些差异因容易被忽略而影响到企业沟通，因此值得关注研究。本文对中日企业员工跨文化处理方式进行对比，研究中日员工的差异所在，并且从文化价值和个人构建两个方面探究影响其行为的潜在原因。本文采用定量和定性相结合的研究方式，在研究前期对中日企业内部观察的基础上，提出了研究问题和假设，再以问卷调查为主，深度访问为辅进行具体研究分析。本研究中一个创新之处是在对比中日员工矛盾冲突处理方式时，分成开探讨了与上级和与同事之间的矛盾冲突。在问卷调查从三个维度探索了可能影响冲突处理方式的因素：集体主义vs.个人主义，权利距离以及自我构；还从三个维度测量了中日员工解决矛盾冲突的策略：非对抗策略，控制主导策略和解决导向型策略。本研究网络问卷共回收177份中日答卷，通过电脑筛选剔除不合格答卷最终获得有效答卷124份，包含57份中国答卷和67份日本答卷。根据问卷分析结果，作者对4名中国企业员工和3名日本企业员工做了后续深度访谈，以获取具体例证，验证定量研究结果。本研究结果显示解决导向型策略是中日两组人群使用最多的方式。在中日差异方面，中国人使用非对抗策略多于日本人。另外就对待上级和对待同事的差异性方面，中国人在使用控制主导策略时对上司和同事有明显差异，即对同事使用控制主导策略要明显多于对上级使用，而日本人没有显示出这方面的明显差异。本研究还发现文化价值和个人构建与企业员工冲突处理方式有着紧密联系。
[Abstract]:Conflict conflicts are inevitable in the workplace. Different ways of dealing with conflicts among employees from different cultural backgrounds will also have a direct or indirect impact on corporate culture and work efficiency. With the development of economic globalization, the economic cooperation between China and Japan is becoming more and more frequent. Both China and Japan belong to the category of East Asian culture and have many similarities in cultural values, but this does not mean that there is no difference between them. Previous cross-cultural conflict management studies have focused on the contrast between Orientals and Westerners, such as employees in China and the United States. In fact, some differences between China and Japan are easy to ignore and affect corporate communication. This paper makes a comparative study on the cross-cultural treatment of Chinese and Japanese employees, studies the differences between Chinese and Japanese employees, and explores the potential causes that affect their behavior from two aspects: cultural value and personal construction. On the basis of the internal observation of Chinese and Japanese enterprises in the early stage, this paper puts forward the research questions and hypotheses by combining quantitative and qualitative research methods, and then carries on the concrete research and analysis with the questionnaire survey as the main body, and the depth interview as the supplementary to carry on the concrete research and analysis. One of the innovations in this study is to explore the conflict with superiors and colleagues when comparing the ways of dealing with the conflicts between China and Japan. In the questionnaire survey, the author explores the factors that may affect the conflict management from three dimensions: collectivism vs. Individualism, power distance and self-construction are also measured from three dimensions: non-confrontational strategy, dominating strategy and solution-oriented strategy. A total of 177 Chinese and Japanese questionnaires were collected and 124 valid responses were obtained by computer screening, including 57 Chinese and 67 Japanese responses. According to the results of questionnaire analysis, the author conducted a follow-up in-depth interview with 4 employees of Chinese enterprises and 3 employees of Japanese enterprises in order to obtain concrete examples and verify the results of quantitative research. The results show that the solution-oriented strategy is the most widely used in both groups. In terms of differences between China and Japan, the Chinese use more non-confrontational strategies than the Japanese. In addition, in terms of the difference in the treatment of superiors and colleagues, there are obvious differences in the use of controlling dominant strategies between the Chinese and their colleagues, that is, the use of controlling dominant strategies for colleagues is obviously greater than that for superiors. The Japanese did not show any significant difference in this regard. The study also found that cultural value and personal construction are closely related to the management of employee conflict.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：G04

【共引文献】