An expectancy model of Chinese–American differences in conflict-avoiding

By R. Friedman, S. Chi, Leigh Anne Liu. 2006

217 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/aca7e6bbbdfb6987fc23005f55ef4dee10cc88bf

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. K. Leung
2. B. Cooper
3. Simon C. H. Chan
4. Michele J. Gelfand
5. Miriam Erez
6. Z. Aycan
7. Alexander Newman
8. M. Eşkin

In Organizational Behavior and Human Resource Management

1. N. Eva
2. Alexander Newman
3. Michele J. Gelfand
4. Frances P. Brew
5. Alexander Smeja
6. K. Leung
7. B. Cooper
8. Simon C. H. Chan

In Safety Research

1. Alexander Smeja
2. Michele J. Gelfand
3. Dietmar Grichnik
4. Isabell M. Welpe
5. Miriam Erez
6. Alexander Newman

Citations in the corpus

• Cross-cultural organizational behavior. (2007, background): “…and withdrawal (Holt & DeVore 2005, Ohbuchi et al. 1999), and this preference has been explained in terms of differences in conservation values (Morris et al. 1998), the interdependent self (Oetzel et al. 2001), and/or expectations that avoidance leads to better outcomes (Friedman et al. 2006).”
• The Importance of Being Emotional : How do Emotions Affect Entrepreneurial Opportunity Evaluation and Exploitation? (2010, background): “Thereby, we tested that the case presented did not appear absurd or bizarre (Friedman et al., 2006) and that it contained factors that are relevant in real life and factors that make up a realistic setting (Karren and Barringer, 2002).”
• Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “Friedman et al. (2006) suggested that high power distance in a society is significant in determining the general level of employee voice behaviors.”
• CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, background): “…safety through allowing team members to speak out and experiment with new ideas without the fear of losing face and risk being ostracized by other team members (Friedman, Chi, and Liu 2006), enhancing team perceptions of a strong participatory climate (Huang, Van de Vliert, and Van der Vegt 2005).”
• Harmony and Conflict: A Cross-Cultural Investigation in China and Australia (2011, background): “As many authors have noted (e.g., Friedman et al., 2006; Tjosvold & Sun, 2002), Chinese are well aware of the benefits of conflict avoidance in preserving an interpersonal relationship.”