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With these concepts and frameworks, the face-negotiation theory investigates intercultural conflict styles. The perceived or actual conflict differences revolved around three issues: content, relational, and identity. [14] Content conflict refers to the substantive issues external to the individual involved.
Identity management theory explores the role of face, negotiation, and identity convergence in regard to intercultural communication. IMT seeks to explain how the development of interpersonal relationships is the means by which cultural identities are negotiated. [ 1 ]
Face is central to intercultural communication or cross-cultural communication. Bert Brown explains the importance of both personal and national face in international negotiations: Among the most troublesome kinds of problems that arise in negotiation are the intangible issues related to loss of face.
Intercultural communication is a discipline that studies communication across different cultures and social groups, or how culture affects communication.It describes the wide range of communication processes and problems that naturally appear within an organization or social context made up of individuals from different religious, social, ethnic, and educational backgrounds.
Cultural contracts first appeared in Communication Quarterly in 1999. Dr. Ronald L. Jackson came up with the original idea while negotiating a deal for a new house. [3] He was fascinated by the general outline of a contract and was interested in identity as a communication researcher, so the process struck a chord with him and made him think about how cultural diversity functions in our society.
The theory contains 14 propositions [6] as a core. Of those, the first half focuses on the influence of input on the process of decision-making. Here Oetzel assumes that individual members of homogeneous groups activate either independent self-construals (such members emphasize the quality decision and are not primarily interested in relationships among members) or interdependent self ...
What they found was that the traditional main culture used the avoiding style, the power-seeking culture preferred competing, and egalitarians chose accommodation. [10] This study shows that there is a correlation between cultures and their chosen modes of conflict management, and not every culture uses only one mode.
By blending concepts from theories on group dynamics and cultural communication, Kathrin Burmann and Thorsten Semrau examined 54 teams in the banking sector in Germany (low-context culture) and Brazil (high-context culture). The study results show that in Germany, known for direct communication, social divisions often lead to task conflicts ...