The influence of acculturation on conflict management styles of Chinese and Indian SME owners in Auckland metropolitan
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Citation:Khirsariya, P. (2015). The influence of acculturation on conflict management styles of Chinese and Indian SME owners in Auckland metropolitan. An unpublished thesis submitted in partial fulfilment of the requirements of the Degree of Master of Business, Unitec Institute of Technology, New Zealand.
Permanent link to Research Bank record:https://hdl.handle.net/10652/3230
Commonly SMEs are owned and managed by a working owner who makes most of management decisions. Most of these SMEs do not have access to specialist staff with management expertise nor are they a part of large businesses or group of companies with managerial expertise. Most of SME owners commonly rely on building their management expertise through experience (Ministry of Business, Innovation & Employment, 2012). An organisation’s culture and management practice usually ascend from beliefs, values and assumptions of the founder’s learning experience of group members as an organisation evolves. An organisation’s culture evolves from the founder’s own cultural identity, personality, self-confidence and determination (Schein, 1992). Conflict is inevitable in organisations Jehn, Rispens, Jonsen, and Greer (2013). The researcher perceives that cultural values, beliefs and attitudes influence SME owner’s conflict management style. Apart from cultural influence, the researcher intends to explore the impact of the process of acculturation (the cultural adaptation of foreigners) on conflict management in Chinese and Indian immigrant-owned SMEs in Auckland metropolitan. The approach would be to select Chinese and Indian immigrant SME owners residing in Auckland metropolitan region for over five years. The researcher will interview them to identify if acculturation (cultural adaptation) has influenced their conflict management style.