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In general, studies looking at conflict management in China indicate that work relationships should generally be expected to be congenial, cooperative and conflictavoidant. Writers point to collectivistic cultural values and the influence of Confucian philosophy as the origin of these traits. Nonetheless, data drawn from an ethnographic study of organizational relationships in Hong Kong indicates that such claims are overly simplistic. Interviews conducted with Hong Kong businesspeople clearly indicate that while the conflict avoidance and cooperation reported in many studies was acknowledged, informants also consistently pointed to underlying currents of conflict and competition. Hence, this paper argues that while the cultural influences of collectivism and Confucianism are undeniable, much of the harmony practiced in organizations is instrumental in nature, and conflict and competition are still an expected part of …