Does culture influence our ways in handling COVID-19?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elia Oey ◽  
Benjamin Suwito Rahardjo
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Cultural Dimension ◽  
Dominant Culture ◽  
Conflict Management Styles ◽  
Content Type ◽  
Common Enemy ◽  
Case Rate ◽  
Almost All ◽  
Different Cultures

PurposeThe COVID-19 pandemic has hit all nations across the globe since the beginning of 2020. As the whole world is connected ever than before, the virus has spread very fast and affected almost all nations worldwide. Despite facing a common enemy, each nation reacts and manages the virus differently. The research studies how culture influences the way nations and society choose different approaches towards the pandemic.Design/methodology/approachThe study uses classical cultural dimension by Hofstede and links them with three conflict management styles “integrating”, “avoiding” and “competing” in analysing three main measurements of the pandemic (test rate, case rate and death rate). The study analyses data from 116 countries and clusters them using a combination of agglomerative hierarchical clustering (AHC) and K-means clustering.FindingsThe study shows there are six nation clusters with different ways of handling COVID-19, driven by their underlying dominant culture dimension. It shows that individualistic culture combined with high indulgence dimension makes fatality worse, while nations with collectivism culture or uncertainty avoidance culture are better off, especially if accompanied with restraint dimension or long-term orientation.Originality/valueThe originality of the research lies in linking Hofstede cultural dimension with modified Onishi's conflict management style in analysing how different cultures and nations manage the COVID-19 pandemic.

Testing activity reduces conflict associated strain (ARCAS) model

2019 ◽  
Vol 49 (1) ◽  
pp. 125-148 ◽  
Author(s):  
Vijay Kuriakose ◽  
Sreejesh S. ◽  
Heerah Jose ◽  
Shelly Jose
Keyword(s):  
Negative Affect ◽  
Conflict Management ◽  
Well Being ◽  
Management Style ◽  
Relationship Conflict ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Conflict Management Style ◽  
Affect State

Purpose The purpose of this paper is to test the activity reduces conflict associated strain (ARCAS) model with the aid of AET examining the direct effect of relationship conflict on employee well-being and also discussing the mechanism through which relationship conflict influences employee well-being, and also to test the ARCAS model examining whether passive and active conflict management styles influence this relationship. Design/methodology/approach Responses were collected from 554 software engineers using structured questionnaire and postulated relationships were tested using Process Macros. Findings The study established that relationship conflicts are detrimental to employee well-being. It also established the indirect effect of relationship conflict on employee well-being through negative affect state. Negative affect state is an intra-personal mechanism linking relationship conflict and employee well-being. The study also extended the ARCAS model by establishing that passive ways of handling conflict amplify and problem-solving conflict management style mitigates the adverse impact of relationship conflict. Contrary to the prediction, forcing conflict management style was found to amplify the adverse effect of relationship conflict on well-being through negative affect state. Practical implications The findings of the study highlight the detrimental effect of relationship conflict on well-being and highlight the vital role of individual affective states in the conflict process. Furthermore, the study provides valuable insights for managers on how individuals’ conflict management styles influence the effect of relationship conflict on well-being. Originality/value The study specifically examined the effect of relationship conflict on employee well-being and explored the psychological process through which relationship conflict diminishes well-being. Moreover, the study tested and extended ARCAS model with the aid of Affective Events Theory.

Intentions for cooperative conflict resolution in groups

2015 ◽  
Vol 21 (5/6) ◽  
pp. 259-273 ◽  
Author(s):  
Gabi Dodoiu
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Planned Behavior ◽  
Management Style ◽  
Future Research ◽  
Management Styles ◽  
Volitional Control ◽  
Conflict Management Styles ◽  
Content Type ◽  
Perceived Norms

Purpose – The purpose of this study was twofold: first, to test to what extent a cooperative conflict management style can be related to attitudes, norms and perceived volitional control. Second, because conflict resolution is an activity that unfolds at the team level, the validity of the theoretical model was tested at the team level of analysis. The aim was to extend the understanding we have on antecedents of conflict management styles and to build a bridge between two different levels of analysis. Design/methodology/approach – This was done by building on the theory of planned behavior, which, to the authors’ knowledge, has neither been related to organizational behaviors nor to small group dynamics. A questionnaire was distributed to subjects that have experienced working together in teams. In total, 131 team members (grouped in 33 teams) provided answers on the key concepts of the model. Findings – First, perceived norms and high volitional control relate to individuals’ intentions to engage in cooperative conflict management activities, with intentions not mediating to role of norms on behavior. Second, at the team level, a high level of perceived norms relates to a higher occurrence of a cooperative resolution style. Additionally, high diversity on the attitudes over the value of this style negatively impacts its occurrence. Research limitations/implications – This study offers a cross-sectional image of an important process in the team. Additionally, relying on the subjects’ self-reports represents a limitation in the current study, considering the goal of the model is to predict behavior. Future research could address this, and additionally, consider team characteristics or individual traits that could add to the model of planned behavior. Originality/value – This paper adds to the literature as an attempt the bridge individual level constructs team-level processes. Moreover, it provides evidence for potential antecedents of conflict management styles. This latter contribution can be relevant for practitioners as well, that could invest in the institutionalization of favored resolution style to benefit from it.

scholarly journals Religious motivation, nepotism and conflict management in Jordan

2018 ◽  
Vol 29 (2) ◽  
pp. 146-166 ◽  
Author(s):  
Andrea Caputo
Keyword(s):  
Conflict Management ◽  
Middle Eastern ◽  
Population Data ◽  
Management Style ◽  
Management Styles ◽  
Religious Motivation ◽  
Conflict Management Styles ◽  
Content Type ◽  
And Gender

Purpose The purpose of this research paper is to investigate the role of individual and cultural differences, specifically religious motivation and attitudes toward nepotism, in the selection of conflict management styles (obliging, avoiding, forcing, integrating and compromising), in the Middle-Eastern context. Design/methodology/approach The research surveyed a sample of 588 individuals (both Muslims and Christians), representative of the Jordanian population. Data were analyzed through multiple ANOVAs and multiple regressions. Findings Results suggest that both religious motivation and attitude toward nepotism affect the choice of conflict management styles, while demographic variables, such as age and gender, do not seem to have an effect. Originality/value This paper constitutes one of the first attempts to investigate the conflict management style preferences of a Middle-Eastern society and the role of two important cultural variables, namely, religious motivation and attitudes toward nepotism, which have not been previously investigated by conflict management research.

Conflict management style and exhaustion in public accounting

2019 ◽  
Vol 34 (2) ◽  
pp. 118-141 ◽  
Author(s):  
Mary L. Cooper ◽  
Margaret E. Knight ◽  
M. Lance Frazier ◽  
Daniel W. Law
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Management Styles ◽  
Public Accounting ◽  
Accounting Firms ◽  
Conflict Management Styles ◽  
Content Type ◽  
Role Stressors ◽  
Individual Perceptions ◽  
Conflict Management Style

PurposeAs exhaustion is a core dimension of job burnout, the purpose of this paper is to demonstrate that individual perceptions of supervisor conflict management style (collaborative, dominating and avoidant) are antecedents of role stressors (role conflict, role ambiguity and role overload) in public accounting exhaustion.Design/methodology/approachSurvey results from a sample of 208 public accountants from six firms in upstate New York are used to test the conceptual model using regression and mediation techniques.FindingsThe findings indicate that perceptions of collaborative and dominating conflict management styles are important antecedents to the role stressors that precede exhaustion in public accounting. The findings also indicate that collaborative and dominating management styles have an indirect effect on exhaustion through both role conflict and role overload.Research limitations/implicationsThe sample was taken from six accounting firms in one geographic area of the USA and may not be representative of all public accountants. As a result, generalizability may be limited. Theoretical implications include expansion of the existing public accounting exhaustion model to incorporate individual perceptions of conflict management styles as antecedents to role stressors, and consequently to demonstrate the indirect effects of these conflict management styles on exhaustion.Practical implicationsThis study’s findings provide practitioners with insight regarding conflict management styles, specifically which ones have a positive versus negative effect on role stressors. This can be considered in hiring, training and promotion decisions in firms’ efforts to reduce exhaustion.Originality/valueThis augmentation of the existing public accounting exhaustion model is unique, as prior research has not examined individual perceptions of conflict management style. This not only enriches the model but also is actionable by public accounting firms seeking to mitigate exhaustion.

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.

Workplace Incivility and Conflict Management Styles

2013 ◽  
Vol 4 (4) ◽  
pp. 15-37 ◽  
Author(s):  
Thomas G. Reio ◽  
Jeannie Trudel
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Conflict Management ◽  
Management Style ◽  
Hierarchical Regression ◽  
Turnover Intent ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Negatively Associated ◽  
Conflict Management Style

The purpose of this study was to examine the relations among conflict management styles and target and instigator incivility and job performance, organizational commitment, and turnover intent. Data from 270 employees suggested that experiencing and instigating uncivil behavior occurred frequently. Using an integrative conflict management style was positively associated with job performance and organizational commitment and negatively with turnover intent. Dominate conflict management style was negatively associated with organizational commitment and positively with turnover intent. Both types of incivility were negatively associated with job performance and organizational commitment, and positively with turnover intent. Target incivility was the most powerful predictor in the hierarchical regression models.

Limiting fear and anger responses to anger expressions

2019 ◽  
Vol 31 (4) ◽  
pp. 581-605
Author(s):  
Laura Rees ◽  
Ray Friedman ◽  
Mara Olekalns ◽  
Mark Lachowicz
Keyword(s):  
Conflict Management ◽  
Cognitive Processing ◽  
Self Efficacy ◽  
Behavioral Activation ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Online Simulation ◽  
Anger Expressions ◽  
Practical Implications

Purpose The purpose of this study is to test how individuals’ emotion reactions (fear vs anger) to expressed anger influence their intended conflict management styles. It investigates two interventions for managing their reactions: hot vs cold processing and enhancing conflict self-efficacy. Design/methodology/approach Hypotheses were tested in two experiments using an online simulation. After receiving an angry or a neutral message from a coworker, participants either completed a cognitive processing task (E1) or a conflict self-efficacy task (E2), and then self-reported their emotions, behavioral activation/inhibition and intended conflict management styles. Findings Fear is associated with enhanced behavioral inhibition, which results in greater intentions to avoid and oblige and lower intentions to dominate. Anger is associated with enhanced behavioral activation, which results in greater intentions to integrate and dominate, as well as lower intentions to avoid and oblige. Cold (vs hot) processing does not reduce fear or reciprocal anger but increasing individuals’ conflict self-efficacy does. Research limitations/implications The studies measured intended reactions rather than behavior. The hot/cold manipulation effect was small, potentially limiting its ability to diminish emotional responses. Practical implications These results suggest that increasing employees’ conflict self-efficacy can be an effective intervention for helping them manage the natural fear and reciprocal anger responses when confronted by others expressing anger. Originality/value Enhancing self-efficacy beliefs is more effective than cold processing (stepping back) for managing others’ anger expressions. By reducing fear, enhanced self-efficacy diminishes unproductive responses (avoiding, obliging) to a conflict.

Supervisor conflict management, justice, and strain: multilevel relationships

2014 ◽  
Vol 29 (8) ◽  
pp. 1044-1063 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L. Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Sleep Disturbance ◽  
Conflict Theory ◽  
Management Style ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Multilevel Theory ◽  
Action Taking

Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

scholarly journals Conflict Behavior in the Workplace: A Study of Second Generation Arab Muslim Immigrants in the United States

2015 ◽  
Vol 10 (12) ◽  
pp. 12
Author(s):  
Jamil Al Wekhian
Keyword(s):  
United States ◽  
Conflict Management ◽  
Second Generation ◽  
The United States ◽  
Management Style ◽  
Conflict Behavior ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Muslim Immigrants ◽  
Arab Muslim

Multiple studies have shown that culture, religiosity, and gender influence people’s behavior in managing their conflict; however, there has been little investigation of the impact of the acculturation process on these variables utilized by second generation Arab Muslim immigrants in the United States. My study follows a sequential explanatory model with a mixed methods approach, and specifically explores the conflict management styles utilized by second generation Arab Muslim immigrants in the U.S. and how their culture, gender, and religiosity contribute to these processes. Data was collected by conducting 112 online surveys and 12 face-to-face semi-structured interviews, with the sample population stemming from the Arab Muslim communities in Columbia, Kansas City, and St. Louis, Missouri. Binary logistic regression and Chi-square tests were used to analyze this quantitative data through SPSS while thematic analysis was used to analyze the qualitative data. The resulting analysis showed that second generation immigrants tended to be more individualistic, have a lower level of religiosity, and utilize and utilize dominating as a conflict management style to handle their interpersonal conflict. Level of religiosity had a significant relationship with the obliging, compromising, integrating, avoiding, and dominating conflict management styles. Gender had a significant association with the obliging, compromising, avoiding, and dominating conflict management styles. Finally, culture had a significant predictive relationship with obliging, integrating, compromising, and dominating conflict management styles.

scholarly journals Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece

2020 ◽  
Vol 10 (1) ◽  
pp. 455-468 ◽  
Author(s):  
Elisavet Chandolia ◽  
Sophia Anastasiou
Keyword(s):  
Conflict Management ◽  
Leadership Style ◽  
School Leaders ◽  
Management Style ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Education School ◽  
Transformational And Transactional Leadership ◽  
Conflict Management Style ◽  
School Conflict

There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.

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