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Although the value of trusting, long‐term relationships for supply chain management is increasingly recognized, how conflict might contribute to quality supply chain partnerships is not well understood. This study uses research on cooperative and competitive conflict to identify when conflict can help develop productive relationships. Results of structural equation analyses suggest that manufacturers and suppliers who feel interdependent rely upon cooperative approaches to conflict, not competitive or avoiding approaches. Cooperative conflict in turn strengthens trust and a long‐term orientation which result in quality enhancing relationships with suppliers. These results challenge the value of conflict avoidance in East Asia. The theory of cooperative and competitive conflict, although developed largely in North America, seems useful for understanding and building quality supply chain partnerships in East Asia.

PurposeThe purpose of this paper is to provide an overview on the state of the field in intercultural dynamics on competition and cooperation at the individual, team, and organizational levels. The authors integrate previous studies from multiple disciplines to articulate the contextual importance of intercultural dynamics. The authors also suggest three overarching themes to expand the field of research on intercultural dynamics.Design/methodology/approachThe authors use an integrative literature review to articulate the importance of intercultural dynamics, provide an introduction to the new contributions in this special issue, and propose new directions for future research.FindingsIntercultural dynamics research has the potential to expand in three overarching areas: constructive controversy, collaborative communication, and global competency and identity at multiple levels.Research limitations/implicationsIntercultural dynamics is still a nascent field emerging from cross-cultural and strategic management. The authors hope the review lays the groundwork for more studies on intercultural dynamics at the interpersonal, team, organizational, and mixed levels of analysis in both theory building and empirical works.Practical implicationsUnderstanding intercultural dynamics in competition and cooperation can help individuals and managers in multinationals and born global organizations navigate cultural complexity and foster cooperation.Social implicationsThe authors hope the ideas on intercultural dynamics can facilitate collaboration and reduce conflict in intercultural encounters at the individual, organization, and societal levels.Originality/valueThis paper offers an overview on the state of the field and lays groundwork for more systematic inquiries on intercultural dynamics in competition and cooperation.

PurposeScholarly research provides few insights into how integrating the western values of individualism and low power distance with the eastern values of collectivism and high power distance may influence cross-cultural conflict management. Following the framework of the theory of cooperation and competition, the purpose of this paper is to directly examine the impacts of organization-level collectivism and individualism, as well as high and low power distance, to determine the interactive effects of these four factors on cross-cultural conflict management.Design/methodology/approachThis is a 2×2 experiment study. Data were collected from a US laboratory experiment with 80 participants.FindingsAmerican managers working in a company embracing western low power distance and eastern collectivism values were able to manage conflict cooperatively with their Chinese workers. Moreover, American managers working in a company valuing collectivism developed more trust with Chinese workers, and those in a company culture with high power distance were more interested in their workers' viewpoints and more able to reach integrated solutions.Originality/valueThis study is an interdisciplinary research applying the social psychology field's theory of cooperation and competition to the research on employee-manager, cross-cultural conflict management (which are industrial relations and organizational behavior topics, respectively), with an eye to the role of cultural adaptation. Furthermore, this study included an experiment to directly investigate the interactions between American managers and Chinese workers discussing work distribution conflict in four different organizational cultures.