Face and Identity in Intercultural Conflict Management

Abstract

Face negotiation theory has been an influential theory of intercultural conflict management. However, as a theory of functional approach, it has limitations in analyzing dynamic conflict management process. Using repeated episodic interviews, this paper attempts to combine this theory with Spencer-Oatey’s (2007) face and identity model as well as post-structural perspectives of identity to analyze the dynamic and complicated conflict management process in two Chinese overseas students’ cases. The findings reveal that face and identity are critical to spell out the dynamics and complexity of the intercultural conflict management process and examining the motives and reasons for the choice of a particular facework strategy.