The Impact of Culture on Workplace Conflict in the Caribbean

Susan Scott (St. George’s University, Grenada)

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DOI: 10.4018/978-1-4666-0306-6.ch018

Source title: Cultural Variations and Business Performance: Contemporary Globalism

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MLA

Scott, Susan. "The Impact of Culture on Workplace Conflict in the Caribbean." Cultural Variations and Business Performance: Contemporary Globalism. IGI Global, 2012. 292-306. Web. 21 May. 2013. doi:10.4018/978-1-4666-0306-6.ch018

APA

Scott, S. (2012). The Impact of Culture on Workplace Conflict in the Caribbean. In B. Christiansen (Ed.), Cultural Variations and Business Performance: Contemporary Globalism (pp. 292-306). Hershey, PA: Business Science Reference. doi:10.4018/978-1-4666-0306-6.ch018

Chicago

Scott, Susan. "The Impact of Culture on Workplace Conflict in the Caribbean." In Cultural Variations and Business Performance: Contemporary Globalism, ed. Bryan Christiansen, 292-306 (2012), accessed May 21, 2013. doi:10.4018/978-1-4666-0306-6.ch018

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Abstract

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

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