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Because of their relationship‐oriented values, avoiding conflict is thought to be particularly prevalent and appropriate in collectivist societies like China Although research in the West has assumed that avoiding conflict is one approach and a largely ineffective one, collectivists may use conflict avoidance in different ways, including protecting the other protagonist. Eighty‐five managers and employees in six State Owned Enterprises in South China described concrete incidents when they avoided conflict and responded to specific items to measure the prior relationship, motivation, strategies, and consequences. Results identify major motivations and strategies used in conflict avoidance. Findings indicate that Chinese managers and employees relied upon the other person, promoted task productivity, and strengthened the relationship when they had a prior strong relationship and cooperative goals. Cooperative goals and fear of revenge were both found to underlie outflanking (trying to work around the other). Results were interpreted as indicating that avoiding conflict can be useful and even reaffirm an already effective relationship, but like open conflict, it must be managed constructively.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

This paper aims to use active fine lane management methods to solve the problem of congestion in a weaving area and provide theoretical and technical support for traffic control under the environment of intelligent connected vehicles (ICVs) in the future.

By analyzing the traffic capacities and traffic behaviors of domestic and foreign weaving areas and combining them with field investigation, the paper proposes the active and fine lane management methods for ICVs to optimal driving behavior in a weaving area. The VISSIM simulation of traffic flow vehicle driving behavior in weaving areas of urban expressways was performed using research data. The influence of lane-changing in advance on the weaving area was evaluated and a conflict avoidance area was established in the weaving area. The active fine lane management methods applied to a weaving area were verified for different scenarios.

The results of the study indicate that ICVs complete their lane changes before they reach a weaving area, their time in the weaving area does not exceed the specified time and the delay of vehicles that pass through the weaving area decreases.

Based on the vehicle group behavior, this paper conducts a simulation study on the active traffic management control-oriented to ICVs. The research results can optimize the management of lanes, improve the traffic capacity of a weaving area and mitigate traffic congestion on expressways.

This paper aims to examine how leaders’ avoidance influences followers’ attitudes and well-being in China. Although conflict avoidance is one of the most commonly used conflict resolution styles in China, there has surprisingly been no explicit investigation of the effects of leaders’ avoidance.

Data were collected from 245 subordinates in three large companies in the People’s Republic of China through an online survey. Multiple regression analysis was adopted to test three sets of competing hypotheses.

Leaders’ avoidance behavior is positively related to followers’ perception of justice, supervisory trust and emotional well-being in Chinese organizations.

This paper joins growing attempts to consider conflict management in the context of leadership. To the best of the authors’ knowledge, this is the first study to examine empirically the relationships between a team leader’s avoidance behavior and his or her subordinates’ perceptions of justice, supervisory trust and emotional well-being in a single study. The findings are provoking by illustrating positive effect of leader’s conflict avoidance behavior in China. This paper supports that conflict avoidance could be a sustainable rather than one-off strategy by a leader, and that identifying conditions (e.g. culture) that affect the outcomes of conflict avoidance is important.

The purpose of this paper is to investigate the impact of family communication patterns (FCPs) on adolescents’ choice of conflict resolution strategies during family holiday planning.

The paper is framed by and builds on the literature on the adolescents’ choice of conflict resolution strategies and the FCP. The sample was collected using a survey among 400 adolescents in India. Exploratory factor analysis, confirmatory factor analysis and structural equation modelling have been used to analyse the data.

The paper provides a significant relationship between FCP and the choice of conflict resolution strategies. The study findings suggested that adolescents’ choice of resolution strategy depends on the type of communication environment in the family. It has been seen that adolescents have more say in concept-oriented families and use different types of resolution strategies compared to socio-oriented families.

The present study has considerable implications for the marketers and the academicians. Through FCP, marketers will be able to segment the families and, hence, may introduce efficient and competent marketing strategies and promotional campaigns.

The paper offers insights into the choice of conflict resolution strategy by adolescents’ in different FCPs. The study has originality and offers value to marketers as it focuses on adolescents, and explores their perceptions about their influence during the decision process.

The purpose of this study is to examine individual differences in the susceptibility to pluralistic ignorance of avoidance among Japanese by measuring the value of social harmony.

Two studies were conducted to examine the effects of a concern for social harmony on pluralistic ignorance of conflict avoidance among Japanese, hypothesizing that the pluralistic ignorance of avoidance will occur more frequently among those with a low regard for the value of social harmony than those with a high regard.

Consistent with the hypothesis, pluralistic ignorance occurred only among Japanese participants with a low regard for the value of social harmony and not among those who valued it highly.

These findings suggest that those who have a different stance from the cultural value feel a normative pressure by the biased perception of others' behavior due to pluralistic ignorance, which, as a result, works to preserve the predominant cultural value.

The purpose of this paper was to examine individual differences in the susceptibility to pluralistic ignorance of avoidance among Japanese by measuring the value of social harmony. It was hypothesized that the pluralistic ignorance of avoidance will occur more frequently among those with a low regard for the value of social harmony than those with a high regard.

In two scenario studies, the authors had participants rate both their own avoidance and others’ avoidance in conflict situations. In Study 1, the authors measured the value of social harmony by Yamaguch et al.’s (1995) Collectivism Scale, and they originally constructed a scale to measure the value in Study 2.

Consistent with the hypothesis, pluralistic ignorance occurred only among Japanese participants with a low regard for the value of social harmony and not among those who valued it highly.

These findings suggest that those who have a different stance from the cultural value feel a normative pressure by the biased perception of others’ behavior due to pluralistic ignorance, which, as a result, works to preserve the predominant cultural value.

The purpose of this paper is to contribute to the social enterprises and human resource management (HRM) literatures by examining how institutional and cultural contexts influence human resources (HR) practices, i.e., recruitment practices (specifically, recruitment channels) and employee relations (ER) practices that are adopted in social enterprises in the developing country of Thailand.

This paper applies an embedded cross-case analysis of four social enterprises in Thailand across a variety of industries. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s representatives; field visits to each social enterprise in Bangkok and in other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data.

Based on these four case studies, this paper proposes that the deficiencies in the Thai skill formation system, especially skill shortages, are associated with the adoption of alternative or substream recruitment channels among social enterprises. Additionally, the weak and highly fragmented ER institution and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace are associated with the adoption of a paternalistic ER practice in these enterprises.

This paper has only focused on the role of national skill formation system, ER system, and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace. Future research may explore how other institutional and cultural domains influence the adoption of HR practices in these enterprises in the context of emerging market economies. Additionally, because this research is based on the case studies of four social enterprises in a variety of industries in Thailand, the findings of this paper may not be generalizable to all social enterprises across countries. Another limitation of this research is that it did not include social enterprises in several other industries, including the entertainment and media industry and the printing and publishing industry, and it does not include other forms of social enterprises, such as community-led social ventures. Future research may explore how institutional and cultural contexts influence HR practices adopted in social enterprises in other industries or in other types of social enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might be useful in deepening our understanding of a topic that is significant from the perspective of both social enterprises and HRM.

This paper provides practical implications for HR professionals, founders and top managers of social enterprises not only in Thailand but also in other countries that face the problem of a skill shortage in the labor market.

This paper provides policy implications for the government of Thailand and the governments of several other emerging market economies in which the skill shortage is particularly severe. These governments should focus on solving this problem to alleviate severe competition among several types of organizations in the labor market. Furthermore, these governments should foster the implementation of a partnership model for employee–management relationships within the workplace. In this model, employees and management perceive each other as partners rather than enemies to sustain win–win solutions to any problems or disputes that may occur.

This paper aims to fill the gap in the literature regarding how social enterprises manage HR across contexts, especially in developing countries where institutional and cultural contexts might differ from those of developed countries. Batt and Banerjee (2012) suggested that the literature on HRM, including strategic human resource management (SHRM), should extend beyond the organizational context and examine how institutional contexts influence the adoption of organizations’ HR practices. Additionally, Batt and Banerjee (2012) noted that the majority of studies in the HRM literature focus on profit-oriented firms in the private sector and ignore other types of organizations such as non-profits or social enterprises.

Given the susceptibility of cross‐cultural interaction to misunderstandings and disagreements, conflict management may be especially useful for helping employees develop quality leader relationships with their foreign managers. One hundred and eleven Chinese employees from various industries in Shanghai were interviewed on specific incidents where they had a conflict, defined as incompatible actions, with their Japanese manager or American manager. A qualitative analysis of the incidents and statistical tests of the data supported the hypotheses that a cooperative approach to conflict, rather than competitive or avoidance approaches, help Chinese employees and their foreign managers strengthen their relationship and improve their productivity. Cooperative conflict management may be an important way to overcome obstacles and develop an effective leader relationship across cultural boundaries.

Explores why some retail banks more than others are vigorous in their promotion of and have been successful in changing their distribution channel structure by introducing new electronic channels, such as PC banking and Internet banking. A tentative model is proposed relating a number of variables to the banks’ promotion and successful introduction of the electronic channels. Responses from 60 key managers in the largest retail banks in Denmark indicate that bank size, expected advantages for the customers, attention to the future, senior management support, and willingness to cannibalize existing channels may be important factors in explaining the successful introduction of the electronic channels. Further, the results indicate that different attitudes and perceptions are related to different means of attracting customers to the electronic channels. Finally, discusses the implications for the banks and other firms of adopting the Internet as a distribution channel.