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The purpose of this paper is to examine how the Chinese, Japanese, and Koreans resolve an interpersonal conflict with their supervisors and how cultural factors explain the differences in conflict management styles.

A survey was conducted involving 275 employees from China, Japan and South Korea. A hierarchical regression analysis and A‐matrix hypothesis test were used to analyze the data.

Koreans, compared with the Chinese and Japanese, were more likely to use a compromise style. In addition, the Japanese, compared with the Chinese and Koreans, were less likely to dominate and were more likely to oblige their supervisors. The country differences in obliging and dominating styles were partially explained by goal emphasis (self vs collective) and concern for the self, respectively.

While limited to recalling specific incidents and self‐reported responses, there is evidence that East Asians differ from each other in resolving their interpersonal conflicts with supervisors. Future research needs to examine East Asian differences in resolving an interpersonal conflict with other targets such as peers and subordinates and using other kinds of conflict management styles such as mediation and arbitration.

This is one of few studies that have examined East Asian differences in conflict management styles.

In order not to affect the highway and railway traffic under the bridge during the construction process, bridges adopting swivel construction method are increasingly used at areas where the traffic is heavy. Previous studies are mostly conducted by assuming that the bridge is under its own stability conditions, without considering the impact of construction error, changes of external condition and wind-induced vibration on the stability of the bridge, which poses serious challenges to the bridge construction process. This paper aims to analyze the extent to which static load and fluctuating wind effect influence structural stability and to test the credibility of the structure.

A finite element calculation method is used to analyze a T-shaped rigid frame swivel bridge. A full bridge model was built, and a local model of the turntable structure established; the two are then combined means of node coupling. Subsequently, the three sensitivity indexes – deflection rate, stress change rate and the change rate of spherical hinges – are used to evaluate in what way the bridge stability is influenced under various factors.

It is found that the stability of the swivel bridge is quite sensitive to unilateral overweight, steel beam tension and wind-induced vibration effects but less sensitive to the change of bulk density. Also found is that the change of elastic modulus exerts some effects on deflection but has negligible effects on other stability indexes. Furthermore, the transverse unbalanced torque on the bridge generated by wind-induced vibration is an important factor in determining the size of the turntable, indicating that it is not just controlled by the weight of the bridge.

All factors affecting the stability of swivel construction are analyzed, and solutions to reduce the influence are proposed. The influence of wind-induced vibration effects on swivel construction is analyzed for the first time. It is pointed out that wind-induced vibration effects have great influence on the structure, and its influence could not be neglected.

The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables.

It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011).

The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative organizational commitment, professional commitment, and team commitment. Generation Y, for example, was found high in professional commitment, while Socialist were found higher on affective organizational commitment compared to other generations.

Findings suggests that there is a decrease in job involvement, affective organizational commitment, normative organizational commitment, and increase in professional commitment in young generations. Organizations need to take consideration this while designing the HR policies for employees’ engagement.

The contribution of the study lies in examining the employees’ attitude to different dimensions of work life and differences among Indian generations.