| Summary: | 碩士 === 銘傳大學 === 國際事務研究所碩士班 === 101 === Given the accelerating pace of the complexity of globalization of the operating environment, and the concomitant web of opportunities and crises posed thereby, it becomes apparent that the former classical management style has become outmoded in today’s milieu, so, as traditional corporations endeavor to adapt, new multinational enterprises are arising worldwide.
Thus, for any enterprise, management processes mean addressing many issues, and the same holds true for multinational enterprises, whilst conflict management for resolving issues arising among enterprises and consumers requires even greater attention. However, when multinational enterprises establish new operations in an economy, the cultural diversity from their home economy with the new one, may result in challenges from the organizational or leadership’s personal cultural affects or experiences, giving rise to various management issues requiring resolution, or even resulting in exacerbated challenges with consumers, where culturally informed resolution processes dealing with cultural diversity and consumer conflict resolution, merit intensive examination.
This study applies Hofstede’s Organizational Cultural Theory, Rahim’s Conflict Management Theory, and Gudykunst’s Facework Theory to discuss Unite State and Taiwan conflict management and cultural diversity, deploying in-depth interviewing and literature review to empirically explore the factors involved.
This study relies on literature review with secondary data analysis and in-depth interviewing to approach understanding of individual case studies in the development of their challenges and the conflict resolution methods deployed, evincing the regional cultural diversity factors which indeed appear to inform conflict management practices iterating different resolutions in diverse regions.
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