The author developed 3 models for resolving conflict from previous literature: resolving conflict by (a) deferring to status power, (b) applying regulations, and (c) integrating interests. Preference for a model is argued to be influenced by culture, which filters information and guides members toward a particular model. The normative conflict models of Japanese, German, and American business managers are predicted from their group rankings on 3 dimensions of cultural variation: (a) hierarchical differentiation, (b) explicit contracting, and (c) polychronicity. The majority of specific hypotheses about cultural group, dimensions, and conflict model are confirmed. Implications of these findings for international business managers as well as cross-cultural researchers are discussed.