scholarly journals Effect of Conflict Management Strategies on the Relationship between Corporate Governance and Organizational Performance in State Corporations in Kenya

2017 ◽  
Vol 5 (4) ◽  
pp. 158
Author(s):  
Jenifer W. Muriuki
Keyword(s):  
Corporate Governance ◽  
Conflict Management ◽  
Organizational Performance ◽  
Management Strategies ◽  
The Relationship

scholarly journals Determining the Role of Conflict Management Strategies on Organizational Performance: A Mediating Role of Employees' Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 37-50
Author(s):  
Syeda Batool ◽  
Fiza Hayat
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Organizational Performance ◽  
Banking Sector ◽  
Management Strategies ◽  
Essential Elements ◽  
Commercial Banking ◽  
Rigorous Approach ◽  
The Impact

Conflict Management is one of the essential elements in casual and professional life for enhancing an individual's performance and to bring better results in intense organizational pressures. Although studies which explore the effect of these on job satisfaction are very few and therefore there is a need to check the impact of these form of strategies on job satisfaction. Although according to the studies each and every style of conflict management does not relate to job satisfaction and therefore the major need to associate this style with organizational performance. Thus, a quantitative study has been conducted in the commercial banking sector of Pakistan through a closed-ended questionnaire. Analysis was carried out through the help of statistical data analysis software SMART-PLS and the results of the study indicated that each and every style of conflict management does not result in job satisfaction, nor in the betterment of organizational performance. The results imply that a more rigorous approach and innovative strategies in conflict management should be devised and followed by the managers to address the conflicting issues.

scholarly journals The relationship between interpersonal conflict and workplace bullying

2015 ◽  
Vol 30 (3) ◽  
pp. 250-263 ◽  
Author(s):  
Jose M. Leon-Perez ◽  
Francisco J. Medina ◽  
Alicia Arenas ◽  
Lourdes Munduate
Keyword(s):  
Conflict Management ◽  
Workplace Bullying ◽  
Interpersonal Conflict ◽  
Management Strategies ◽  
Relationship Conflict ◽  
Survey Study ◽  
Future Research ◽  
Content Type ◽  
Conflict Process ◽  
The Relationship

Purpose – The purpose of this paper is to examine the role that conflict management styles play in the relationship between interpersonal conflict and workplace bullying. Design/methodology/approach – A survey study was conducted among 761 employees from different organizations in Spain. Findings – Results suggest that an escalation of the conflict process from task related to relationship conflict may explain bullying situations to some extent. Regarding conflict management, attempts to actively manage conflict through problem solving may prevent it escalating to higher emotional levels (relationship conflict) and bullying situations; in contrast, other conflict management strategies seem to foster conflict escalation. Research limitations/implications – The correlational design makes the conclusions on causality questionable, and future research should examine the dynamic conflict process in more detail. On the other hand, to the authors’ knowledge, this is the first study empirically differentiating interpersonal conflict and workplace bullying. Originality/value – This study explores how conflict management can prevent conflict escalating into workplace bullying, which has important implications for occupational health practitioners and managers.

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.

Strategic Knowledge Management, Innovation and Firm Performance: An Empirical Study in Vietnamese Firms

2014 ◽  
pp. 60-73
Author(s):  
Duy Nguyen Quoc ◽  
Tuan Vu Hong
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Strategies ◽  
Management Innovation ◽  
Strategic Knowledge ◽  
Mediating Role ◽  
And Performance ◽  
The Relationship ◽  
Strategic Knowledge Management

The main purpose of this paper is to test the relationship between strategic knowledge management, innovation and firm performance in the Vietnamese context. Our results show that strategic knowledge management significantly enhances innovation and organizational performance. It is also seen as playing an important mediating role in innovation between strategic knowledge management and firm performance. Although codification and personalization knowledge management strategies both have impact on innovation and performance, personalization knowledge management strategy has the dominant impact.

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 Corporate governance structures in the context of cooperative banking

2019 ◽  
Vol 3 (1) ◽  
pp. 25-41 ◽  
Author(s):  
José Vaz Ferreira
Keyword(s):  
Corporate Governance ◽  
Financial Performance ◽  
Organizational Performance ◽  
Causal Relationship ◽  
Management Team ◽  
Governance Structures ◽  
Governance Practices ◽  
Cooperative Banks ◽  
The Relationship ◽  
Cooperative Governance

This study aims to investigate the constraints of corporate governance structures, in the context of cooperative banking. That is, it will try to identify the factors that are the basis of the practice of corporate governance of cooperative banking, such as organizational performance, relationships of trust on the part of customers and the community in general, the image of the competition and to the regulator and the remuneration of the management team. In order to test the hypotheses, a questionnaire was carried out with the administration of the different cooperative banks, obtaining a sample of 58 banks, representing 67% of the total universe. The results point to the existence of a causal relationship between financial performance and corporate governance practices, specifically at the level of cooperative rights and at the level of relationship with clients, society and fiscal council activity. With the adoption of cooperative governance practices, the relationship between the return of cooperators and these practices has not been proven, the same happened with the relationship between the remuneration of managers and the adoption of these practices.

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