An asymmetric cross-cultural perspective on the mediating role of conflict management styles in expatriation

2017 ◽  
Vol 28 (5) ◽  
pp. 592-616 ◽  
Author(s):  
Ying Zhang ◽  
Xialing Wei ◽  
Wei Zhou
Keyword(s):  
Conflict Management ◽  
Cultural Intelligence ◽  
Cultural Distance ◽  
Positive Influence ◽  
Cultural Environment ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Expatriate Adjustment ◽  
The Relationship

Purpose This paper aims to examine the asymmetric effect of cultural distance on the relationship between cultural intelligence and expatriate adjustment through the mechanisms of conflict management styles. Design/methodology/approach This paper conceptualizes a model depicting the interplay between culture intelligence, conflict management styles, cultural flows and expatriate adjustment. Findings The authors argue that the integrating style aggravates the positive effects of cultural intelligence on expatriate adjustment, while the avoiding style may undermine such effects. There is also a possible moderating effect of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment such that, the positive influence of cultural intelligence on adjustment is reinforced when the expatriate is sent from a loose cultural environment to adjust to a tight cultural environment, and that the positive influence of cultural intelligence on adjustment is diminished when the expatriate is sent from a tight cultural environment to adjust to a loose cultural environment. Originality/value This paper explicates the mediating effect of conflict management styles and the moderating roles of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment. The authors suggest that the level of adjustment is contingent on the direction of cultural flows that the assignment operates in.

Emotional intelligence, conflict management styles, and innovation performance

2015 ◽  
Vol 26 (4) ◽  
pp. 450-478 ◽  
Author(s):  
Su Juan Zhang ◽  
Yong Qiang Chen ◽  
Hui Sun
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Construction Industry ◽  
Management Strategies ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ting Wang ◽  
Jianlin Wu ◽  
Jibao Gu ◽  
Lingyu Hu
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Dependence Theory ◽  
The Impact ◽  
The Relationship

Purpose Firms often encounter complicated external relationships and conflicts in inbound and outbound open innovation (OI). Conflict management significantly affects innovation results. Guided by resource dependence theory (RDT), this study aims to examine the moderating effects of conflict management styles in the relationship between OI and organizational performance (OP). Design/methodology/approach This study focuses on manufacturing and service firms in China, with the respondents composed of senior managers. Using hierarchical regression analysis, data from 270 firm samples are used to empirically test the hypotheses. Findings Inbound and outbound OI openness positively affects OP. Cooperative conflict management positively moderates the relationship between inbound OI openness and OP, whereas it negatively moderates the impact of outbound OI openness on OP. By contrast, competitive conflict management positively moderates the relationship between outbound OI openness on OP. Research limitations/implications Guided by RDT, this study explores the relationship between OI and OP and the moderating role of conflict management styles. However, it does not measure the level of resource dependence, which is among the future research directions for further validating the results of this study. Originality/value This study is among the first to investigate the impact of OI on OP in different conflict management styles. Findings suggest that choosing a suitable conflict management style may strengthen the positive effects of OI on OP.

scholarly journals The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification

2015 ◽  
Vol 30 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Conflict Management ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Employee Voice ◽  
Management Styles ◽  
Regression Analyses ◽  
Mediating Effects ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationships between conflict management styles (CMS) used by leaders and organizational identification of their followers as well as to test the mediating effects of psychological safety and employee voice on that relationship. Design/methodology/approach – Data were collected on site from 1,023 employees in 13 multinational companies in Turkey. The mediating roles of psychological safety and employee voice on the CMS and organizational identification relationship were tested using ordinary least squares regression analyses. Findings – The results show that cooperative CMS is positively and significantly correlated with organizational identification. In addition, the results of the hierarchical multiple regression analyses support the mediating effects of psychological safety and employee voice with regard to the relationship between CMS and organizational identification. Practical implications – Given that cooperative CMS are associated with valued organizational outcomes such as higher employees’ commitment, trust and satisfaction in leaders and citizenship behaviors, organizational efforts to foster cooperative CMS should prove fruitful. Moreover, focussing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that CMS will increase level of employees’ identification with their organizations. Originality/value – The value of this study is its original contribution to the research literature, as no previous studies, which incorporated CMS, organizational identification, and psychological safety and voice behavior as mediating variables were found during the exhaustive literature review.

Leadership styles: relationship with conflict management styles

2014 ◽  
Vol 25 (3) ◽  
pp. 214-225 ◽  
Author(s):  
Tahir Saeed ◽  
Shazia Almas ◽  
M. Anis-ul-Haq ◽  
GSK Niazi
Keyword(s):  
Conflict Management ◽  
Leadership Styles ◽  
Leadership Style ◽  
Academic Staff ◽  
Middle Level ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship ◽  
Over Time

Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).

Personality traits and conflict management styles in predicting job performance and conflict

2017 ◽  
Vol 28 (5) ◽  
pp. 671-694 ◽  
Author(s):  
Nailah Ayub ◽  
Suzan M. AlQurashi ◽  
Wafa A. Al-Yafi ◽  
Karen Jehn
Keyword(s):  
Conflict Management ◽  
Personality Traits ◽  
Future Research ◽  
Management Styles ◽  
Cross Sectional ◽  
Conflict Management Styles ◽  
Content Type ◽  
Personality Differences ◽  
And Performance ◽  
The Relationship

Purpose Personality differences may be a major reason of conflict, as well as the perception of conflict and preference for handling that conflict. This study aims to explore the role of personality traits in determining conflict and performance. The authors also studied the moderated mediated relationship between personality and performance through conflict and conflict management styles. Design/methodology/approach A field survey was conducted with a sample of 153 employees to test the hypotheses. Findings As hypothesized, agreeable persons perceive less conflict and extraverts are more likely to use integrating, obliging, compromising and avoiding styles. Emotionally stable people opt for integrating style whereas neurotics opt for dominating style. Conscientiousness, openness and emotional stability have a direct effect on performance, but the interactions between conflict and conflict management styles determine the relationship between personality traits and performance. Research limitations/implications The cross-sectional nature of data and somewhat reliable coefficients for personality measures reduce confidence in the results. Future research should use different or multiple measures of personality. Personality traits may be explored in view of the degree of each personality trait or interactions between personality traits. Practical implications People are sensitive about engaging in conflict and handling conflict differently because of their personality characteristics. The personality traits should, therefore, be understood and considered for conflict experience, conflict management and performance. Originality/value The paper adds to management research by investigating the relationship between personality traits, conflicts, conflict management styles and performance.

scholarly journals Cultural intelligence and conflict management styles

2016 ◽  
Vol 24 (4) ◽  
pp. 725-742 ◽  
Author(s):  
Gabriela Gonçalves ◽  
Marta Reis ◽  
Cátia Sousa ◽  
Joana Santos ◽  
Alejandro Orgambídez-Ramos ◽  
...  
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Cultural Intelligence ◽  
Well Being ◽  
Management Style ◽  
Management Styles ◽  
Self Monitoring ◽  
Conflict Management Styles ◽  
Content Type ◽  
Conflict Management Style

Purpose Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively. Design/methodology/approach This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution. Findings It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations. Practical implications Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being. Originality/value This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.

Relationships between philosophical values and conflict management styles

2018 ◽  
Vol 29 (2) ◽  
pp. 236-252
Author(s):  
Lucinda Parmer
Keyword(s):  
Conflict Management ◽  
Demographic Characteristics ◽  
Value Orientations ◽  
Social Implications ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Immediate Supervisor ◽  
The Relationship ◽  
Practical Implications

Purpose To examine the relationships between Boyatzis et al.’s (2000) philosophical value orientations and Rahim’s (1983 & 1995) conflict management styles through an exploratory research study. The philosophical value orientations are identified as pragmatic, intellectual and human. The conflict management styles are represented as integrating, obliging, dominating, avoiding and compromising. Design/methodology/approach The author collected a sample of 161 participants gathered from Amazon’s mechanical turk digital labor pool. Participants completed a survey measuring their philosophical value orientations, conflict management styles and provided information on demographic characteristics. Statistical analysis was used to explore the relationship between philosophical value orientations, conflict management style scores and demographic characteristics. Findings The study demonstrated there were significant associations between the philosophical value orientations and the conflict management styles. Significant associations regarding the philosophical value orientations and conflict management styles were also found across the demographic groups. Research limitations/implications Three philosophical value orientations were examined in this study to include pragmatic, intellectual and human; however, there are a multitude of personal and workplace values that could be further studied. Practical implications The practical implications of this study show that employees do bring into the company or organization a set of beliefs and value structures that can influence how they respond and relate to their immediate supervisor in challenging or conflicting situations. Social implications The social implications of this study indicate employees’ behavior and reactions to their immediate supervisor are directly manipulated by the value-based system they have developed prior to joining the organization. Originality/value No prior research has examined the relationship between Boyatzis et al.’s (2000) philosophical value orientations of pragmatic, intellectual and human and Rahim’s (1983 & 1995) conflict management styles of integrating, obliging, dominating, avoiding and compromising. This study explores how philosophical value orientations are related to the five conflict management styles manifested within the organizational leader-follower dyadic relationship.

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