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Cross-Cultural Conflict Management and Negotiation Strategies
Sabirah Akter Soiti., Md Sagor Hossain., Sazzad Kadir Zim., Sanam Rizvan
Nanjing University Of Information Science and Technology, Chile
DOI: https://doi.org/10.51244/IJRSI.2025.120800314
Received: 04 Sep 2025; Accepted: 10 Sep 2025; Published: 09 October 2025
ABSTRACT
In today’s globalized business environment, organizations frequently encounter cross-cultural conflicts and
negotiation challenges. While existing studies often emphasize Western-centric frameworks, there remains a
gap in understanding how professionals from non-Western settings, particularly South Asia, approach conflict
management and negotiation. This exploratory study examines preliminary trends in negotiation and conflict
resolution preferences among 107 professionals, the majority from Bangladesh (63.5%), supplemented by
small samples from nine other countries. Using descriptive survey findings and a review of 25 scholarly
articles, the study highlights Bangladeshi professionals’ strong preference for indirect communication,
mediation, and emotional restraint in conflict. Limited observations from other countries suggest variation in
approaches, though these cannot be generalized due to the small sample sizes. Rather than drawing definitive
cross-cultural conclusions, the study positions itself as a pilot contribution, underscoring the importance of
cultural intelligence while identifying directions for future research with more balanced samples.
Keywords: Cross-cultural conflicts; conflict management; Negotiation strategies; Cultural intelligence;
Organizational behavior; Intercultural communication
INTRODUCTION
Cross-cultural teams are becoming more prevalent in both smaller international endeavors and multinational
enterprises in today's globalized business climate. Team members with different cultural origins frequently
have quite different communication methods, value systems, and behavioral conventions. These distinctions
have a significant effect on fundamental organizational procedures, especially negotiation and dispute
resolution, two interpersonal skills necessary to achieve workplace unity and productivity.
Although conflict is inevitable in organizations, there are significant cultural differences in how it is viewed,
communicated, and handled (Ting-Toomey, 2005). Conflict is frequently discussed openly in Western,
individualistic societies like the US and Australia, where direct confrontation is seen as beneficial and
essential to problem-solving (Brett, 2000). Conversely, cultures that value social cohesion, such as those
found in many Asian and African countries, tend to steer clear of open conflict in favor of more indirect or
passive tactics (Hofstede, 1980; Hall, 1976). These different strategies have their roots in long-standing
cultural elements like uncertainty avoidance, power distance, and individuality versus collectivism (Hofstede,
2011).
Similarly, negotiation styles are heavily influenced by culture. Some cultures value consensus, long-term
relationships, and indirect persuasion (typical of high-context cultures), while others prioritize assertiveness,
individual gains, and explicit terms (typical of low-context cultures) (Hall, 1976; Gelfand et al., 2001).
Communication failures, delays, or unsolved tensions frequently emerge when team members from diverse
cultural backgrounds negotiate or try to settle conflicts without being aware of these underlying differences
(Ting-Toomey & Dorjee, 2018). Lower team morale, poorer performance, and occasionally organizational
failure might result from this.
Even while the literature on intercultural communication and global team dynamics is expanding, a large
portion of it still follows a structure that is Western-centric. According to Gudykunst (2003), the prevalent
models frequently place an emphasis on directness, individual accountability, and competitive negotiation
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strategies—frameworks that don't always work well in high-context, collectivist contexts. Even though few
comparative studies have been conducted, they frequently presume that Western approaches are applied
universally or concentrate on isolated national dyads. Because of this, little is known about the complex
effects of cultural diversity on team-based conflict and negotiation processes, particularly when viewed
through the vantage point of primary, field-based research in academic or professional settings. By examining
how people from different national and cultural background view and react to conflict situations in the
workplace and how adaptable they are in negotiating contexts, this paper aims to close that gap. This study
attempts to provide useful insights into how cultural values influence communication patterns, conflict
reactions, and negotiating behaviors by utilizing primary survey data gathered from a broad set of foreign
respondents as well as pertinent theoretical frameworks.
Analyzing cultural tendencies that impact negotiation flexibility and conflict resolution may help
organizations improve communication, HR training, and intercultural collaboration. Our study improves
unbiased and generally applicable understanding of multicultural workplace communication.
LITERATURE REVIEW
This literature review synthesizes key theories and recent academic finding relevant to cross-cultural conflict
management and negotiation, aligning with the quantitative results collected from 107 respondents across 10
countries. Hofstede’s (2011) cultural dimensions—especially individualism vs. collectivism and power
distance—form the theoretical backbone of cross-cultural behavioral studies. Collectivist societies such as
Bangladesh, China, and Nepal tend to avoid direct confrontation and instead emphasize relationship
maintenance, as reflected in this study's findings where indirect negotiation styles and mediation were more
common. Individualistic cultures like the UK, USA, and Australia showed a preference for direct
communication and confrontation, aligning with Hofstede’s model and supported by Gelfand and Brett
(2021). Hall’s (1976) high- and low-context communication theory further explains differences in emotional
expression and communication preferences. In high-context cultures (e.g., China, Bangladesh),
communication is implicit, with greater emphasis on tone, body language, and saving face. This was reflected
in the survey responses, where emotional restraint and indirect communication were prevalent. Low-context
cultures (e.g., Australia, USA) exhibited more openness in emotional expression and a preference for direct
conflict engagement, corroborated by Stella (2022) and Diaz et al. (2022). The Thomas-Kilmann Conflict
Mode Instrument identifies five conflict-handling styles: avoiding, accommodating, compromising,
competing, and collaborating. Eastern respondents in this study tended to favor avoiding and accommodating
strategies, whereas Western participants leaned toward competing and collaborating. This matches Rahim’s
(2017) findings and recent applications in global conflict behavior (Park & Guan, 2019). Flexibility in
negotiation, while not significantly different across cultures in the statistical analysis, showed directional
trends. Participants from Bangladesh and Nepal exhibited lower flexibility, while those from China and Ghana
appeared more adaptable. These trends correspond with studies by Liu & Zhang (2020) and Zhou & Wang
(2023), which found that flexibility is often linked to exposure to multicultural environments and higher levels
of cultural intelligence (CQ). Despite a growing body of literature on cross-cultural conflict, many study lack
empirical data from multiple non-Western cultures. This paper address that gap by analyzing behavioral
patterns across diverse national groups using established OB frameworks. The integration of primary data and
theoretical analysis provides a nuanced understanding of how culture shapes workplace conflict and
negotiation styles.
Materials And Methods
This study employed a quantitative research design to explore cross-cultural variations in conflict and
negotiation behavior among professional from diverse national background. The quantitative approach
allowed for the systematic collection and statistical analysis of measurable data, enabling the researcher to
identify patterns and relationships across different cultural group.
Data collection instrument
Data were collected using a structured Google Form questionnaire developed specifically for this study.
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The questionnaire consisted of multiple-choice questions designed to capture behavioral tendencies and
preference across four key dimensions relevant to conflict and negotiation:
1. Preferred Negotiation Style – Participants were asked whether they typically adopt a direct or indirect
communication style when negotiating.
2. Conflict Resolution Approach – Options included avoiding the conflict, directly confronting the
issue, indirectly addressing it, or seeking third-party mediation.
3. Emotional Expression During Conflict – This dimension measured how openly individuals express
emotions in conflict situations (Always, Sometimes, Rarely, Never).
The questions were formulated to be culturally neutral and easy to understand, ensuring accessibility for
participants from non-English-speaking background.
Sampling and Respondent Profile
The questionnaire was distributed through convenience and snowball sampling methods, leveraging
personal networks, professional contacts, and digital platforms such as LinkedIn, WhatsApp groups, and
email. The target population included working professionals from multicultural or global workplace
settings, thereby ensuring relevant exposure to cross-cultural conflict and negotiation contexts.
A total of 107 valid responses were obtained from individuals representing 10 nationalities, name
Bangladesh (N = 68)
China (N = 14)
Pakistan (N = 7)
India, Ghana, Nepal, Australia, USA, UK and Morocco (collectively N = 18)
The majority of respondents were employed in sectors such as business, technology, education, and
international development, and many worked in multicultural teams or global corporations. This ensured
that their responses were grounded in real-world experiences of intercultural negotiation and conflict.
Analytical Strategy
Descriptive Statistics
Initial analysis involved descriptive statistics to profile the respondents by nationality and summarize their
responses across the four dimensions. Frequency tables and cross-tabulations were created to visualize trends
and patterns within and between cultural groups.
Inferential Statistics
To assess whether there were statistically significant relationships between nationality and behavioral
tendencies in conflict and negotiation, Pearson Chi-square tests were conducted. This non-parametric test is
appropriate for analyzing categorical data and was used to determine whether the observed distributions
differed significantly from expected distributions under the null hypothesis of independence.
Theoretical Interpretation
The findings were interpreted using established cultural frameworks:
Hofstede’s Cultural Dimensions Theory provided insights into how power distance, individualism-
collectivism, and uncertainty avoidance might shape conflict and negotiation styles.
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Hall’s High- and Low-Context Communication Model helped explain preferences for direct versus
indirect communication.
The Thomas-Kilmann Conflict Mode Instrument (TKI) offered a behavioral lens to classify conflict
resolution tendencies as competing, avoiding, collaborating, accommodating, or compromising.
Integration of Secondary Literature
To contextualize and critically evaluate the primary data, a comprehensive review of 25 peer-reviewed
academic publications from the years 2018 to 2024 was conducted. These sources covered intercultural
communication, workplace conflict, negotiation strategies, and organizational behavior. The secondary
literature was used both to support emerging themes in the data and to highlight contrasts where the current
findings deviated from or added nuance to existing research.
RESULTS
This part will present the result from the Google Form survey, which collected responses from 107
professionals across 10 countries. The findings are organized around four behavioral dimensions: negotiation
style, conflict approach, emotional expression, and negotiation flexibility.
Negotiation Style by Nationality
Most Bangladeshi (61.8%) and Chinese (64.3%) respondents preferred an indirect communication style
when negotiating, consistent with cultural norms emphasizing harmony and subtlety. Similarly, all Nepalese
participants (100%) reported using indirect styles. By contrast, the few respondents from Australia, the UK,
the USA, and Morocco indicated a preference for direct negotiation styles.
Although these distributions suggest possible cultural contrasts—collectivist, high-context cultures leaning
toward indirect approaches and individualist, low-context cultures leaning toward direct ones—these patterns
remain illustrative only, given the very small number of respondents from most countries.
Table 1: Distribution of Preferred Negotiation Communication Style (Direct vs. Indirect) by Nationality
What is your nationality?
During negotiations, do you prefer a direct communication style or an indirect
Direct
Indirect
Total
Australian
1
0
1
100.00
0.00
100.00
2.56
0.00
0.93
Bangladeshi
26
42
68
38.24
61.76
100.00
66.67
61.76
63.55
Chinese
5
9
14
35.71
64.29
100.00
12.82
13.24
13.08
Ghana
1
1
2
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50.00
50.00
100.00
2.56
1.47
1.87
Indian
1
5
6
16.67
83.33
100.00
2.56
7.35
5.61
Morocco
1
0
1
100.00
0.00
100.00
2.56
0.00
0.93
Nepali
0
6
6
0.00
100.00
100.00
0.00
8.82
5.61
Pakistani
2
5
7
28.57
71.43
100.00
5.13
7.35
6.54
UK
1
0
1
100.00
0.00
100.00
2.56
0.00
0.93
USA
1
0
1
100.00
0.00
100.00
2.56
0.00
0.93
Total
39
68
107
36.45
63.55
100.00
100.00
100.00
100.00
Pearson Chi2 = 11.87 Prob = 0.2206
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Figure 1: Negotiation Style by Nationality
Conflict Approach by Nationality
Table 2 shows the distribution of responses to workplace conflict resolution preferences, categorized by
nationality. Respondents selected their most common approach to workplace conflict. The available options
were:
Avoiding the conflict
Directly confronting the issue
Indirectly addressing the issue
Seeking third-party mediation
When asked about conflict management preferences, mediation was the most common approach overall
(34.6%), followed by direct confrontation (25.2%).Bangladeshi participants showed diverse tendencies: 29.4%
preferred mediation, 27.9% confrontation, and 25% indirect approaches.Chinese respondents leaned strongly
toward mediation (50%).Indian and Nepalese respondents showed a greater preference for indirect handling of
conflict, consistent with relational, collectivist styles.Respondents from the USA, UK, and Australia—though
only one from each country—reported direct confrontation as their preferred method.These descriptive
findings align with theoretical expectations, but the unbalanced sample prevents any robust cross-cultural
comparisons.
Table 2: Preferred Conflict Resolution Approaches by Nationality in the Workplace
What is your nationality?
When facing conflict at work, which approach do you prefer?
Avoiding
the conflict
Directly
confronting the
issue
Indirectly addressing
the issue
Seeking mediation
by a third party
Total
Australian
0
1
0
0
1
0.00
100.00
0.00
0.00
100.00
0.00
3.70
0.00
0.00
0.93
Bangladeshi
12
19
17
20
68
17.65
27.94
25.00
29.41
100.00
63.16
70.37
70.83
54.05
63.55
Chinese
2
4
1
7
14
14.29
28.57
7.14
50.00
100.00
10.53
14.81
4.17
18.92
13.08
Ghana
0
1
0
1
2
0.00
50.00
0.00
50.00
100.00
0.00
3.70
0.00
2.70
1.87
Indian
0
0
3
3
6
0.00
0.00
50.00
50.00
100.00
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0.00
0.00
12.50
8.11
5.61
Morocco
0
0
0
1
1
0.00
0.00
0.00
100.00
100.00
0.00
0.00
0.00
2.70
0.93
Nepali
3
0
2
1
6
50.00
0.00
33.33
16.67
100.00
15.79
0.00
8.33
2.70
5.61
Pakistani
1
1
1
4
7
14.29
14.29
14.29
57.14
100.00
5.26
3.70
4.17
10.81
6.54
UK
0
1
0
0
1
0.00
100.00
0.00
0.00
100.00
0.00
3.70
0.00
0.00
0.93
USA
1
0
0
0
1
100.00
0.00
0.00
0.00
100.00
5.26
0.00
0.00
0.00
0.93
Total
19
27
24
37
107
17.76
25.23
22.43
34.58
100.00
100.00
100.00
100.00
100.00
100.00
Pearson Chi2 = 29.92 Prob = 0.3176
Figure 2: Preferred conflict resolution approaches in Cross-Cultural teams
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Emotional Expression During Conflict
This table presents how individuals from different nationalities report expressing their emotions during
conflict, with response options ranging from "Always" to "Never." Participants reported how openly they
express emotions during conflict situations.
Responses varied in how openly individuals reported expressing emotions during workplace conflict. Across
the sample:
28% reported expressing emotions “sometimes”
22% said “always”
26% said “never”
23% said “rarely”
Bangladeshi respondents showed a fairly even split across categories, but tended toward emotional restraint
(“rarely” or “sometimes”), consistent with collectivist norms of self-control. Chinese participants also showed
higher restraint, with many selecting “never” or “sometimes.” By contrast, the single respondents from Ghana,
USA, and Australia reported greater openness in expressing emotions.
Again, these observations fit with existing theories of high- versus low-context communication, but due to the
uneven sample sizes, they should be regarded as preliminary and exploratory.
Table 3: Expression of Emotions During Conflict by Nationality
What is your nationality?
During conflict, do you tend to express your emotions openly?
Always
Never
Rarely
Sometimes
Total
Australian
0
0
0
1
1
0.00
0.00
0.00
100.00
100.00
0.00
0.00
0.00
3.33
0.93
Bangladeshi
19
12
18
19
68
27.94
17.65
26.47
27.94
100.00
79.17
42.86
72.00
63.33
63.55
Chinese
2
5
2
5
14
14.29
35.71
14.29
35.71
100.00
8.33
17.86
8.00
16.67
13.08
Ghana
1
1
0
0
2
50.00
50.00
0.00
0.00
100.00
4.17
3.57
0.00
0.00
1.87
Indian
0
5
0
1
6
0.00
83.33
0.00
16.67
100.00
0.00
17.86
0.00
3.33
5.61
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Morocco
0
0
1
0
1
0.00
0.00
100.00
0.00
100.00
0.00
0.00
4.00
0.00
0.93
Nepali
1
3
0
2
6
16.67
50.00
0.00
33.33
100.00
4.17
10.71
0.00
6.67
5.61
Pakistani
1
2
3
1
7
14.29
28.57
42.86
14.29
100.00
4.17
7.14
12.00
3.33
6.54
UK
0
0
0
1
1
0.00
0.00
0.00
100.00
100.00
0.00
0.00
0.00
3.33
0.93
USA
0
0
1
0
1
0.00
0.00
100.00
0.00
100.00
0.00
0.00
4.00
0.00
0.93
Total
24
28
25
30
107
22.43
26.17
23.36
28.04
100.00
100.00
100.00
100.00
100.00
100.00
Pearson Chi2 = 33.81 Prob = 0.1715
Figure: Emotional Expression During Conflict
DISCUSSION
The descriptive findings of this pilot study provide initial insights into how cultural backgrounds may shape
workplace negotiation and conflict management preferences. While no claims of statistical significance or
generalizability can be made, the observed patterns are informative when compared with established cultural
frameworks.
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Influence of Cultural Dimensions
Bangladeshi and Chinese respondents—representing collectivist, high-context cultures—showed clear
tendencies toward indirect negotiation, preference for mediation, and emotional restraint. These align
with Hofstede’s individualism–collectivism dimension and Hall’s high-context communication model, which
emphasize group harmony and subtle communication.
In contrast, the limited responses from the USA, UK, and Australia pointed toward direct negotiation and
more open conflict engagement, aligning with low-context, individualist traditions. However, given the
sample size of only one respondent from each of these countries, these results should be considered anecdotal.
High- and Low-Context Communication
Hall’s theory helps explain the contrast between implicit communication and emotional restraint
(Bangladesh, China, Nepal) versus explicit communication and openness (USA, UK, Australia). These
patterns resonate with existing literature but must be framed as illustrative trends rather than confirmed
cultural differences.
Conflict Modes and Adaptability
The distribution of conflict-handling preferences echoes the Thomas-Kilmann model. Bangladeshi and South
Asian participants showed greater reliance on mediation, accommodation, and avoidance, while Western
participants leaned toward confrontation.
Negotiation flexibility also varied descriptively: Bangladeshi and Nepalese participants appeared less willing
to adjust their positions, while Chinese and Ghanaian respondents appeared more adaptable. These tendencies
suggest that exposure to multicultural environments may play a role, consistent with literature on cultural
intelligence. Still, these findings remain tentative due to the small sample sizes.
CONCLUSION
This study provides exploratory insights into how cultural backgrounds may influence negotiation and conflict
management preferences in professional settings. The descriptive findings, drawn largely from Bangladeshi
professionals, suggest a tendency toward indirect negotiation styles, reliance on third-party mediation, and
restrained emotional expression—patterns consistent with collectivist, high-context cultural frameworks.
While small groups from other countries indicated contrasting approaches, such as direct confrontation and
more open emotional expression, the very limited sample sizes mean these observations should be interpreted
only as preliminary and illustrative.
Importantly, the study does not claim statistically significant or generalizable cultural differences; rather, it
should be viewed as a pilot investigation. Its contribution lies in highlighting Bangladesh as a meaningful case
for cross-cultural conflict research and in integrating theoretical frameworks with descriptive trends. Future
studies should build on this foundation by employing larger, more balanced samples across cultural groups and
by incorporating qualitative methods such as interviews to capture deeper cultural reasoning. By reframing the
findings in this way, the research underscores the need for methodological rigor and positions itself as a
stepping-stone for more comprehensive comparative work.
RECOMMENDATIONS
This study's findings lead to the following suggestions for firms, HR departments, and policymakers who
work in multicultural or international settings:
1. Required training in other cultures
Organizations should put up structure training programs to help people learn different methods to handle
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disagreements and negotiate. These trainings should include real life events, behavioral assessments and
simulations.
2. Mediation Policies That Are Culturally Sensitive
HR department should develop standards for how to deal with disagreements that allow workers to employ
culturally acceptable methods, such as talking indirectly or getting help from a third party in collectivist
environments.
3. Different programs for developing leaders
Encourage leadership pipelines that are ethnically diverse so that everyone is represented and knows how to
talk to people from different backgrounds. Leaders need to know how to detect cultural cues to tell when there
is a fight.
4. Global Negotiation Playbooks
Set country specific rules for how to negotiate for global business units. These rules should include how to
talk, how emotional you can be, how much freedom you can have.
5. Promote the use of Cultural Intelligence (CQ) Assessments in Hiring
If you have to deal with individuals from various cultures, you should assess their CQ and how well they get
along with others. This is especially crucial if the job requires negotiating or settling disagreements with
people from other nations.
6. Help for workers' emotional health
It is important for business to recognize that people from various cultures display and hide their sentiments in
different ways. To avoid being burned out or making mistakes, emotional wellness support systems need to
take these variances into consideration.
By following these ideas business can enhance communication, lower the risks of conflicts growing worse,
and praise productivity in workplaces with individuals from diverse cultures by following these tips.
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