This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Derlega, V. J. Articles by Forsyth, D. R. Search for Related Content Social Bookmarking                         What's this?

Interdependent Construal of Self and the Endorsement of Conflict Resolution Strategies in Interpersonal, Intergroup, and International Disputes

Old Dominion University, vderlega{at}odu.edu

Cem Safak Cukur

University of Nebraska at Lincoln, cemsafak{at}yahoo.com

Jenny C. Y. Kuang

Old Dominion University

Donelson R. Forsyth

Virginia Commonwealth University

Intergroup relations are more competitive and discordant than relations between interacting individuals. Social identity theory suggests that this discontinuity should be greatest among individuals who identify strongly with their in-group. To test this prediction, students from countries with collectivistic and individualistic cultures completed a measure of self-construal. They were then asked to identify how they would respond to a conflict, either with another individual, between their group and another group or between their country and another country. Participants responded more negatively to intergroup and international conflicts than to interpersonal conflicts. Self-construal, however, moderated this effect. Controlling for country of origin, students who were high in interdependence endorsed threat more and acceptance of the others’ demands less in an international conflict versus an interpersonal conflict. Those low in interdependence differed less in their endorsement of conflict resolution strategies in an international versus an interpersonal conflict.

Journal of Cross-Cultural Psychology, Vol. 33, No. 6, 610-625 (2002)
DOI: 10.1177/0022022102238272


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				M. Dalton and D. Chrobot-Mason A Theoretical Exploration of Manager and Employee Social Identity, Cultural Values and Identity Conflict Management International Journal of Cross Cultural Management, August 1, 2007; 7(2): 169 - 183. [Abstract] [PDF]