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Research studies on the management of cross-cultural conflict in organizations are put into an analytically structured synoptic model that helps to reveal a wide range of forms and of the extent of the assumed influence of culture on social interaction in organizational settings. Evaluations of competent conflict management strategies derived from these theories will differ respectively. Furthermore, the model may illustrate clusters of contemporary research vs idle approaches of research that may hide some potential for future studies. To bypass the influence of theories on the analysis of given conflict situations, this article will present a discourse analytic approach to discovering interactants' subjective notions of culture, which will be illustrated by means of an empirical example. [ABSTRACT FROM PUBLISHER]

This paper develops the concept of bicultural competence and explores its impact on multicultural team effectiveness. Biculturals are individuals who have deeply internalized two cultural schemas. A cultural schema is a set of knowledge about values, norms, and beliefs for a given culture. Biculturals are an increasing workforce demographic, and hence a growing part of multicultural teams. Their innate skills that result from being bicultural may help solve central problems in multicultural teams, including managing conflicts and boundary spanning across cultures. Specifically, this paper defines bicultural competence, determines its antecedents, specifies its impact on the two main roles bicultural individuals play in teams, and explores their impact on multicultural team effectiveness. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]