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Based on the collectivism‐individualism structure, the present study compared organizational conflict management behaviors between Korea (a collectivistic culture) and the U.S. (an individualistic culture). Employing a three‐way factorial design (Culture type x Relational distance x Power relationship), the present study registered robust effects of culture type in determining one's organizational conflict management behaviors. Specifically, Koreans are found to be extensive users of solution‐orientation strategies, while Americans prefer to use either non‐confrontation or control strategies in dealing with organizational conflicts. Moreover, the data also indicated that Koreans are more sensitive in exercising power when facing conflicts with subordinates in the organization. On the other hand, the effect of relational distance (ingroup vs. outgroup) in determining one's choice of organizational conflict management styles is found to be minimal. Implications of present findings for future intercultural communication research are also discussed.

This edited collection offers a comprehensive examination of theory, research, and practice in crisis (hostage) negotiation from the perspectives of communication, law enforcement, psychology, sociology, and criminology. The volume identifies promising conceptual frameworks for the development of research on crisis negotiation. This book is also useful to crisis negotiation trainers and leaders in law enforcement who are searching for insight beyond anecdotal stories and who recognize the need for more rigorous application of behavioral science to the practice of crisis negotiation