by Chan Yee-Fong and Lau Chin-Kau. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 72-76). / Questionnaires in Chinese and Japanese. / ACKNOWLEDGMENTS --- p.ii / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Overview of Sino-Japan Joint Ventures in China --- p.3 / Cultural impact on Success and Failure of Joint Ventures in China --- p.7 / Objectives of Study --- p.9 / Methodology --- p.10 / Chapter II. --- INTERCULTURAL CONFLICT MANAGEMENT --- p.14 / Concept of Culture --- p.14 / Interpersonal Conflict at Work --- p.19 / Chinese Culture and Her Conflict Management Style --- p.28 / Japanese Culture and Her Conflict Management Style --- p.33 / Chapter III. --- FINDINGS FROM THIS STUDY --- p.41 / Conflict Management Style of Current Chinese Enterprises --- p.41 / Conflict Management Style of Current Japanese Enterprises --- p.44 / Intercultural Conflict Management of Sino-Japan Joint Ventures --- p.47 / Implication for Management --- p.52 / Chapter IV. --- CONCLUSIONS --- p.55 / Summary of Findings --- p.55 / Limitations of our Study --- p.56 / Suggestions for Future Study --- p.59 / APPENDIX --- p.62 / BIBLIOGRAPHY --- p.72

by Tso Sek-kwong, Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: p. 91-93. / ABSTRACT --- p.i / TABLE OF CONTENT --- p.ii / PREFACE --- p.iii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- PURPOSE OF THE STUDY --- p.2 / Chapter 3. --- REVIEW ON INTERUNIT ISSUES --- p.3 / Chapter 3.1 --- DEPARTMENTATION --- p.3 / Chapter 3.2 --- INTERDEPENDENCE --- p.4 / Chapter 3.2.1 --- Types of Interdependence --- p.4 / Chapter 3.2.2 --- Measures of Interdependence --- p.6 / Chapter 3.3 --- COORDINATION AND CONFLICTS --- p.7 / Chapter 3.3.1 --- Reasons of Conflicts --- p.8 / Chapter 3.3.1.1 --- Goal interdependence --- p.8 / Chapter 3.3.1.2 --- Task interdependence --- p.9 / Chapter 3.3.1.3 --- Resources interdependence --- p.9 / Chapter 3.3.1.4 --- Awareness of interdependence --- p.9 / Chapter 3.3.1.5 --- Perception of interdependence --- p.10 / Chapter 3.3.1.6 --- Asymmetric power relationships --- p.10 / Chapter 3.3.2 --- Resolution of Conflicts --- p.11 / Chapter 3.3.2.1 --- Rules and programs --- p.11 / Chapter 3.3.2.2 --- Formal control --- p.11 / Chapter 3.3.2.3 --- Reduction of resources interdependence --- p.12 / Chapter 3.3.2.4 --- Communication --- p.12 / Chapter 3.3.2.5 --- Spatial-physical strategies --- p.12 / Chapter 3.3.2.6 --- Clarification of roles and responsibilities --- p.13 / Chapter 3.3.2.7 --- Modification of rewards and job designs --- p.13 / Chapter 3.3.2.8 --- Conflict-resolution styles --- p.13 / Chapter 3.3.2.9 --- Socialization and training --- p.14 / Chapter 3.3.2.10 --- Intermediates --- p.14 / Chapter 3.4 --- CONSEQUENCES OF CONFLICTS --- p.15 / Chapter 4. --- METHODOLOGY --- p.17 / Chapter 4.1 --- METHODS OF SURVEY AND ANALYSIS --- p.17 / Chapter 4.1 --- LIMITATIONS IN THE METHODOLOGY --- p.19 / Chapter 5. --- ORGANIZATION SETTING --- p.22 / Chapter 6. --- ANALYSIS OF THE AGGREGATE RESULTS --- p.26 / Chapter 6.1 --- DOMAIN UNCERTAINTY --- p.26 / Chapter 6.2 --- DEPARTMENTATION --- p.30 / Chapter 6.3 --- JOB RESPONSIBILITIES AND INTERDEPENDENCE --- p.31 / Chapter 6.3.1 --- Job Responsibilities of the Departments --- p.32 / Chapter 6.3.2 --- Type and Extent of Interdependence --- p.34 / Chapter 6.4 --- INTERDEPARTMENTAL PROBLEMS AND CONFLICTS --- p.38 / Chapter 6.4.1 --- Types of Problems and Conflicts --- p.38 / Chapter 6.4.2 --- Seriousness of Issues --- p.41 / Chapter 6.5 --- COORDINATION AND CONFLICT RESOLUTION --- p.44 / Chapter 6.6 --- OUTCOME OF THE INTERDEPARTMENTAL RELATIONSHIPS --- p.49 / Chapter 7. --- CONCLUSION AND RECOMMENDATION --- p.52 / Chapter 7.1 --- RECOMMENDATIONS FOR THE MARKETING DEPARTMENT --- p.53 / Chapter 7.2 --- RECOMMENDATIONS FOR THE ENGINEERED SYSTEMS DEPARTMENT --- p.56 / Chapter 7.3 --- RECOMMENDATIONS FOR THE SALES DEPARTMENTS --- p.57 / Chapter 8. --- DISCUSSION OF THE STUDY --- p.60 / APPENDIX 1 --- p.65 / APPENDIX 2 --- p.89 / APPENDIX 3 --- p.90 / BIBLIOGRAPHY --- p.91

A society without any conflicts or disputes is not equal to a harmonious society, but should establish a rational and effective diversified system of conflict resolution. This research tries to study group interest conflicts, their causes, mediation processes and the ways of their resolution in urban communities (Shanghai as an example) in China. Two main research objects are: First, to analyze the characteristics and differences of conflict resolution styles in various modes of state-society relationship in different societies; and to analyze the characteristics and differences of group conflicts that are related with governmental interests in the present transforming China. Second, to investigate the way civil mediation organizations use to reconcile and resolve group interest conflicts, especially those between residents and the government; and to study the interaction among these three parties, the different strategies of each party and the limitations of their action. Based on relevant theories and Blake and Mouton's (1964) Managerial Grid of self-report five-style conflict resolution, this study tries to explain the changing relationship between the state and social organizations through conflict mediation and resolution by "Lin Yue Mediation Workroom". It argues that the state-society relationship in contemporary China is neither state-centered nor society-centered, but a state-led social pluralism. Drawing on research, observation, detailed case of group conflict, a lot of open-ended in-depth interviews, and official documentaries in the Shanghai community, it reveals that group conflict and its resolution are influenced by the government in the contemporary Chinese city. State power infiltrated the process of conflict mediation and resolution. In the transforming China, as the state now is facing heavy social conflicts and has limited ability to resolve all of them, it gives power to social organizations and let them working independently on managing conflicts, but still with quite strong control and restrictions on those organizations, no matter in financial or policy aspect. Meanwhile, social organizations are also seeking ways to maximize their own interest and to create more developing chances during the interaction with the state. The new mode of civil mediation workroom (run as GONGO), acting as a bridge and conflict buffer zone between the government and society, though still quite dependent on the government, has led the state to make adjustment of its relationship with the society by conflict resolution. / In nowadays' rapidly developing China, the transformative interaction between the state and plural social organizations could improve the way and outcome of conflict resolution, making harmonious community possible! IV / In the contemporary transforming era of China, how conflict resolution affects the way a state is governed? / 胡潔人. / Adviser: Chan Kim Man. / Source: Dissertation Abstracts International, Volume: 72-10, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (p.189-210). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in Chinese and English. / Hu Jieren.