| Abstract: | Abstract The article focuses on the relational contextual variables (i.e., relationship commitment, trust, and relative power) of conflict resolution strategies (problem-solving, compromising, legalism, and forcing). The hypotheses are tested with two samples of managers-Mainland Chinese and Asians (e.g., Japan, Korean Hong Kong, and Taiwan), who are involved in joint ventures operating in China. The findings have important implications for theory development in relationship marketing and for managing international strategic alliances. |
