The impetus of this research to explore cross-cultural differences and conflicts between Singaporean Chinese Managers and their western MNCs managers was due to the researcher's 12 years real-life, working experiences in western MNCs. The interest was extended to discover how these managers are able to deal with the corresponding cross-cultural conflict that is embedded in the day-to-day interaction between himself and his superiors from the west The research has found out that despite the changing cultural influence on Singaporean Chinese Managers, they still exhibit a substantial number of Confucian behavioural characteristics that was inherited from their Chinese forefathers, in the area of work attitudes; the importance of intrinsic and extrinsic work attributes; the commitment to the organisation they work for; and from the job itself. Singaporean Chinese Managers are also found to be less confrontational in nature when dealing with conflicts, and are less incline to express their dissatisfaction, or even have a face-to-face argument with their superiors. The research also found that there is a growing 'compromisers' cluster, a group of people who only moderately uphold traditional values regarding family, education and morale, who are open to innovation and whose aim in life is to be socially and financially successful. It further reveals that younger Singaporean Chinese Managers are now more vocal and more confrontational than their older counterparts and possesses more westernised behavioural characteristics. Therefore, this research provides an insight into the way in which Singaporean Chinese Managers both construct and maintain a notion of identity and also explores the evolving cultural shift in the next generation of managers in the Singaporean Chinese community.