Conflict Experiences and Resolution Process of Taiwan’s Managers under Cultures Influence: Perspective of Social Learning Theory

Abstract

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Conflict management has been identified as one of the most important skills in the workplace. The first studies, focusing more on specific sources and methods of conflict. In recent years, researchers have started to understand potential sources of conflict and explore ways to improve conflict resolution. The purpose of the study is to examine the conflict experiences and conflict resolution strategies for managers in the Taiwanese workplace through documenting and exploring the impact of their culturally influenced conflict resolution. It is difficult and time consuming to deal with conflicts as managers must go through various learning processes in the workplace. This study is based on the theoretical perspective of social learning to understand the conflict resolution process learned by Taiwanese managers. The study consists of semi-structured and in-depth interviews with 15 to 24 managers with a minimum of three years of management experience in the Taiwanese workplace, including description of their own conflict management experience, cultural awareness of Taiwan (Collectivism vs. Individualism) and the learning process. Qualitative research design, methods, document review, and interviews are used to improve the depth of the study. These findings contribute to understanding the possible root causes of conflict in the concept of workplace conflict and conflict management in Taiwan and contribute to reference and improvement of practitioners' knowledge of conflict management.