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The objective of this study was to test Ting‐Toomey's (1988a) theory on conflict face‐negotiation. More specifically, the study examined the relationship between face maintenance dimensions and conflict styles in Japan, China, South Korea, Taiwan, and the United States. The results were summarized as follows: (1) Cultural variability of individualism‐collectivism influences two face maintenance dimensions—self‐face concern and other‐face concern; (2) Cultural variability influences conflict styles, with U.S. members using a higher degree of dominating conflict style than their Japanese and Korean cohorts, and the Chinese and Taiwanese members using a higher degree of obliging and avoiding conflict management styles than their U.S. counterparts; (3) Overall, face maintenance dimensions served as better predictors to conflict styles rather than conflict styles to face dimensions; (4) Self‐face maintenance was associated strongly with dominating conflict style, and other‐face maintenance was associated strongly with avoiding, integrating, and compromising styles of conflict management. Directions for future testing of the conflict face‐negotiation theory were proffered.

This project focuses specifically on how intercultural negotiating differences are evidenced communicatively. Evidence suggests that negotiators deal differently with internationals than domestics. Therefore, it is important to move beyond within‐culture comparisons as a basis for predicting intercultural negotiation processes. This paper tests empirically the endurance of culturally‐associated negotiation styles in inter‐cultural negotiations between Americans and Taiwanese. Results suggest that culture does exert some global effects in face‐to‐face encounters with cultural outsiders. Other aspects of negotiation are managed locally, so that predicted cultural differences do not emerge in interaction.

This study uses Hall's (1976) theory of low/high context culture with theories of interpersonal adaptation (Gudykunst, 1985; Patterson, 1983) to test communication preferences, flexibility, and effectiveness in same‐ and mixed‐culture negotiation. Ninety‐three same‐culture low context (Israel, Germany, Sweden, and U.S.), 101 same‐culture high context (Hong Kong, Japan, Russia, Thailand), and 48 mixed‐culture mixed context (U.S.‐Japan, U.S.‐Hong Kong) dyads negotiated a 1 ½ hour simulation. Transcripts were content coded for direct and indirect integrative sequences and analyzed with hierarchical linear regression. Supporting the theory, results revealed more indirect integrative sequences in high context dyads and more direct integrative sequences in low context and mixed context dyads. Direct integrative sequences predicted joint gains for mixed context dyads.

Based on the collectivism‐individualism structure, the present study compared organizational conflict management behaviors between Korea (a collectivistic culture) and the U.S. (an individualistic culture). Employing a three‐way factorial design (Culture type x Relational distance x Power relationship), the present study registered robust effects of culture type in determining one's organizational conflict management behaviors. Specifically, Koreans are found to be extensive users of solution‐orientation strategies, while Americans prefer to use either non‐confrontation or control strategies in dealing with organizational conflicts. Moreover, the data also indicated that Koreans are more sensitive in exercising power when facing conflicts with subordinates in the organization. On the other hand, the effect of relational distance (ingroup vs. outgroup) in determining one's choice of organizational conflict management styles is found to be minimal. Implications of present findings for future intercultural communication research are also discussed.

States that the major reasons for difficulties in cross‐cultural communication stem from the fact that actors from different cultures have different understandings regarding the interaction process and different styles of dialogue. Suggests that better understanding of communication within other cultures is the key to success. Uses past literature to suggest a number of cultural variability constructs concerning preferred interaction behaviours and the common themes they share. Presents three case studies to illustrate this.

In this article, the author begins with the assumptions that 1) groups are becoming an increasingly popular way of dealing with organizational challenges and problems and 2) organizations are becoming increasingly multicultural in their membership. Dr. Proehl seeks to demonstrate that the traditional ways of working with groups are not effective when the membership is multicultural. To support this contention, she identifies six commonly accepted assumptions about how to develop high performing groups and then challenges each assumption from a crosscultural perspective. The author closes the article by offering suggestions for working effectively with multicultural groups.

This paper presents an analysis of interview data and field notes from participant observation collected during a four‐month period to discover different work‐related cultural assumptions between Chinese and American co‐workers in a multicultural organization. The paper also addresses how those different cultural assumptions which guide the ways Chinese and American workers conceptualize their jobs and job behaviors lead to conflict as the employees go about their daily business. The contrasting cultural assumptions discussed in the paper are (1) Chinese and American views of the role of manager and the practice of “managing,” (2) Chinese and American conceptualizations of good service, and (3) Chinese and American perspectives of compensation. Finally, the paper discusses some theoretical and methodological implications of the current study and its research method for future studies of cultural and conflict in multicultural contexts.

The build‐operate‐transfer (BOT) arrangement is becoming one of the prevailing ways for infrastructure development in China to meet the needs of China's future economic growth and development. Despite tremendous opportunities, the undertaking of infrastructure business in China involves many risks and problems which are mainly caused by China's embryonic legal structure and immature economic market. Further strategies in risk allocation and management are especially important for successful investments in China. Choosing the right path for a BOT project investment is crucial since each project involves different legal rights, different obligations and different risk implications. The present paper describes the structuring and risk allocation, as well as the Government guarantees in a China BOT transport project, the Shanghai Yan'an Donglu Second Tunnel (YD2nd Tunnel). It is also the first BOT project implemented in Shanghai. The project features and the guarantees provided by the Government are described in the present paper.

This study provides practical guidelines for public relations campaigns targeted at Arab and American audiences. The authors examine various cultural frameworks for conceptualizing differences and similarities in the Arab and American cultures. They conclude that both cultures suffer considerably from biases and stereotypes.

Government support plays an important part in risk‐return trade‐off of participants in privately financed infrastructure projects. Depending on the level of government support, risk‐return trade‐off of the private sponsor varies from project to project. Case studies on two of China's build‐operate‐transfer (BOT) power projects that were developed at different time periods illustrate that government support has a significant effect on both risk and return of the private sponsor. It is hoped that such understanding would help the private sponsor strike a desirable risk‐return trade‐off in structuring a BOT deal.