目录 Contents总序前言List of AbbreviationsChapter 1 Introduction 11.1 Conflict Management in Business Meetings 11.2 Cultural Contexts of Conflict Management in Business Meetings 31.3 Information Exchange of Conflict Management in Business Meetings 51.4 Summary 7Chapter 2 The Characteristics of Cultural Contexts of Internal Business Meetings 82.1 Profile of Chinese and American Internal Business Meetings under Investigation 92.1.1 Simulated Internal Business Meetings 92.1.2 The Themes of Internal Business Meetings 112.1.3 The Conflict Discourse of Internal Business Meetings 122.2 Three-dimensional Cultural Context of Business Communication 142.2.1 National Culture 152.2.2 Business Culture 162.2.3 Personal Culture 172.3 Three-dimensional Cultural Context of Chinese and American Internal Business Meetings 182.3.1 The Impact of National Culture Context 182.3.2 The Impact of Business Culture Context 192.3.3 The Impact of Personal Culture Context 212.4 Summary 30Chapter 3 Information Exchange Scheme of Business Meetings 313.1 Communicative Purposes 313.2 Communicative Strategies 383.3 Communicative Skills 393.4 Discourse Information Structure 413.5 The Working Scheme of Information Exchange 463.6 Summary 48Chapter 4 Communicative Strategies of Conflict Management in Business Meetings and Their Informational Characteristics 504.1 Conflict Management Strategies of Persuading and Their Informational Characteristics 504.1.1 Strategies Serving the Persuading Purpose and Their Information Structure 514.1.2 Distributional Characteristics of Strategies Serving the Persuading Purpose 654.1.3 Informational Characteristics of Strategies Serving the Persuading Purpose 664.2 Conflict Management Strategies of Compelling and Their Informational Characteristics 684.2.1 Strategies Serving the Compelling Purpose and Their Information Structure 694.2.2 Distributional Characteristics of Strategies Serving the Compelling Purpose 794.2.3 Informational Characteristics of Strategies Serving the Compelling Purpose 804.3 Conflict Management Strategies of Avoiding and Their Informational Characteristics 824.3.1 Strategies Serving the Avoiding Purpose and Their Information Structure 824.3.2 Distributional Characteristics of Strategies Serving the Avoiding Purpose 834.3.3 Informational Characteristics of Strategies Serving the Avoiding Purpose 844.4 Conflict Management Strategies of Accommodating and Their Informational Characteristics 844.4.1 Strategies Serving the Accommodating Purpose and Their Information Structure 844.4.2 Distributional Characteristics of Strategies Serving the Accommodating Purpose 864.4.3 Informational Characteristics of Strategies Serving the Accommodating Purpose 874.5 Conflict Management Strategies of Ignoring and Their Informational Characteristics 874.5.1 Strategies Serving the Ignoring Purpose and Their Information Structure 874.5.2 Distributional Characteristics of Strategies Serving the Ignoring Purpose 904.5.3 Informational Characteristics of Strategies Serving the Ignoring Purpose 904.6 Conflict Management Strategies of Collaborating and Their Informational Characteristics 914.6.1 Strategies Serving the Collaborating Purpose and Their Information Structure 924.6.2 Distributional Characteristics of Strategies Serving the Collaborating Purpose 954.6.3 Informational Characteristics of Strategies Serving the Collaborating Purpose 954.7 Conflict Management Strategies of Bargaining and Their Informational Characteristics 964.7.1 Strategies Serving the Bargaining Purpose and Their Information Structure 974.7.2 Distributional Characteristics of Strategies Serving the Bargaining Purpose 1084.7.3 Informational Characteristics of Strategies Serving the Bargaining Purpose 1094.8 Conflict Management Strategies of Supporting and Their Informational Characteristics 1104.8.1 Strategies Serving the Supporting Purpose and Their Information Structure 1114.8.2 Distributional Characteristics of Strategies Serving the Supporting Purpose 1154.8.3 Informational Characteristics of Strategies Serving the Supporting Purpose 1164.9 Summary 117Chapter 5 Communicative Skills of Conflict Management in Business Meetings and Their Informational Characteristics 1215.1 Argumentative Skills and Information Structure 1225.2 Tone-softening Skills and Information Structure 1255.3 Tone-hardening Skills and Information Structure 1295.4 Manipulative Skills and Information Structure 1335.5 Summary 138Chapter 6 Case Studies: Efficient Information Exchange During Conflict Management in Business Meetings 1436.1 Case One: Resolving a Conflict 1446.1.1 Introduction to Case One 1446.1.2 Three-dimensional Cultural Influences on Conflict Resolution 1556.1.3 The Tactful Employment of Communicative Strategies and Skills of Speaker 1 and the Efficient Information Exchange 1596.2. Case Two: Exacerbating a Conflict 1726.2.1 Introduction to Case Two 1726.2.2 Three-dimensional Cultural Influences on Conflict Exacerbation 1816.2.3 The Tactful Employment of Communicative Strategies and Skills of Speaker 1 and the Efficient Information Exchange 1846.3 Case Three: Leaving a Conflict Unresolved 1896.3.1 Introduction to Case Three 1896.3.2 Three-dimensional Cultural Influences on Leaving a Conflict Unresolved 1946.3.3 The Tactful Employment of Communicative Strategies and Skills of Speaker 2 and the Efficient Information Exchange 1956.4 Summary 200Chapter 7 Conclusion 202References 207Appendix 214
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