The relationship of the cultural dimensions of power distance, individualism-collectivism, and face concerns, and of immigrant status on the conflict communication styles of Chinese managers of ENZ subordinates in the New Zealand workplace
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Authors
Wang, Yi Mei
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Degree
Master of International Communication
Grantor
Unitec Institute of Technology
Date
2009
Supervisors
Beamer, Linda
Henson, Donna
Henson, Donna
Type
Masters Dissertation
Ngā Upoko Tukutuku (Māori subject headings)
Keyword
New Zealand workplace
Chinese managers
communication styles
conflicts
conflict communication
Chinese managers
communication styles
conflicts
conflict communication
ANZSRC Field of Research Code (2020)
Citation
Wang, Y.-M.(2009). The relationship of the cultural dimensions of power distance, individualism-collectivism, and face concerns, and of immigrant status on the conflict communication styles of Chinese managers of ENZ subordinates in the New Zealand workplace. Unpublished thesis submitted in partial fulfillment of the degree of Master of International Communication, Unitec Institute of Technology, New Zealand.
Abstract
This qualitative study examines the relationship of power distance perceptions and conflict communication styles of Chinese managers of ENZ subordinates in a New Zealand workplace, an overlooked research field. One of Hofstede’s cultural variables power distance has not been used in the studies of intercultural conflict communication. This research uses PD along with culture variables of I-C and face to study the choices of the Chinese managers of ENZ subordinates conflict communication behaviours in the New Zealand workplace.
The study uses qualitative interviewing as the primary data collection method. The researcher conducted in-depth interviews with nine Chinese managers of European NZ subordinates in Auckland, New Zealand during December 2008 and January 2009. The initial contacts were obtained through the researcher’s networks in the community, by asking acquaintances for possible contacts that led to research participants. Snowball sampling was used to find additional possible participants.
The findings disclose that the nine Chinese managers of ENZ subordinates have adapted their conflict communication styles to be more direct and dominating, as the effect of their ENZ subordinates’ culture. This is a significant finding that differs from what have been predicted Chinese conflict communication styles in the published studies. The study shows that PD is useful to explain the conflict communication behaviours of the Chinese managers in this study.
The study is the first step of a series research studies about New Zealand conflict communication in workplace. The next step is to study the ENZ employees’ perceptions of PD, their identity as New Zealanders of the European generations, and of conflict communication with Chinese managers as their subordinates.
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