This research endeavor is aimed at identifying the conflict management style? preference of Pakistanis and Chinese managers working together in hydropower projects, which are being executed in Azad Kashmir. This study also explores the role of national culture dimensions in the choice of conflict management style of its followers. It seeks to answer the question, whether the dimensions of a certain national culture, plays vital role in the choice of conflict management style of its followers, especially when they are working in multicultural work environment? The constructs in the research model were operationalized with the help of two measures; Rahim Organizational Conflict Inventory (ROCI) and Cultural Values Scale (CVSCALE). The former is used to identify the preferred conflict management styles of Pakistani and Chinese managers and the later assesses Hofstede?s cultural dimensions at individual level. A sample of 201 Pakistanis and Chinese was drawn by means of a convenient sampling technique. Respondents were surveyed via close ended questionnaire through emails and in person. Descriptive statistics, correlation, t-test and linear regression were applied to tests the hypothetical relationship by using SPSS. The study results reveal that Chinese and Pakistanis managers prefer to use avoiding and compromising style, respectively. Managers from both nationalities are higher power distant, collectivist and masculine; however, Chinese managers fall on higher side of the continuum of these three dimensions, against their Pakistani counterparts. The findings further depicts that Pakistanis managers are risk averse and Chinese managers are risk taker. The strong and significant regression results bolstered our research argument that national culture dimensions (power distance, individualism vs collectivism, masculinity vs femininity, and uncertainty avoidance) are the major determinants of the choice of conflict management style of managers. Finding of the research output augment our understanding of Pakistani and Chinese culture and how these cultures shape the conflict management strategy of their followers. This enhanced understanding is instrumental in embracing diversity at work place and managing its negative effects.Further, it mitigates the adverse effects of the destructive conflicts at culturally diverse workplace, which is curial to success and failure of these organization /projects. This research adds values to existing literature on conflict management styles in Pakistan as no effort has been made earlier, which jointly explores the conflict handling style of Pakistani and Chinese managers, along with, investigating the role of Hofstede? national culture dimensions in choice of management styles, especially when Chinese and Pakistani are working together in a home- foreign land setting.