scholarly journals Inter Relationship between Team Conflict Management, Employee Satisfaction and Organizational Performance

2015 ◽  
Vol 7 (2) ◽  
pp. 93-99
Author(s):  
Asif Mehmood Rana ◽  
Kashif-ur-Rehman .
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Team Work ◽  
Task Interdependence ◽  
Future Research ◽  
Coping Skill ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Team Conflict ◽  
Dependent Variables

Team work in competitive environment has attained greater Importance for organizations to enhance their performance. This paper is described the team conflict management with its antecedence like trust, task interdependence and managerial coping skill, whereas dependent variables i.e. team conflict management styles, employees satisfaction and organizational performance has been chosen as outcomes. To evaluate the deduction of other studies have been made part of this paper. This paper is conceptual in nature henceforth, relations between independently and dependent variables have been described. Studies proved that there is a strong relation between team conflict management with employee’s satisfaction and organizational Performance. It is recommended that to Executives, Managers Trust and Task interdependence between the team members have positive impact on TCMS (Team conflict management styles). Present paper provides the solution to handle the conflicts within the team and with the team. Future research is directed for its empirical testing of TCMS model” should be replaced with sound implication.

Conflict Management Styles of Secondary School Administrators in Cagayan Province, Philippines

2014 ◽  
Vol 6 (1) ◽  
Author(s):  
WILMA P. AZURIN
Keyword(s):  
Secondary School ◽  
Conflict Management ◽  
School Administrators ◽  
School Setting ◽  
School Administrator ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Secondary School Administrators ◽  
Private And Public

Conflict is a reality in everyone’s life and it must be considered as a natural process that occurs daily. The study perceives that the conflict management styles of secondary school administrators are greatly dependent on the source of conflicts and identities of people in the educational environment. The process of exploring these perspectives will be a review of research and literature related to conflict managementin all facets of life especially in the school setting. The main objective of the study is to determine the conflict management styles of school administrators in the public secondary institutions in the province of Cagayan. The descriptive research design was used in the study. Research from a number of fields emphasized that several factors conspire to create environment where conflict is more likely to occur. However, this study views that if school administrator manifests a positive work value he or she is likely to perform better in the job as least occurrence of problems that could pave the way for collaborative efforts towards the attainment of organizationalgoals. Moreover, the data reveal that solution-oriented style of conflict management is perceived to be employed by more dynamic and democratic school administrators. In this context, future research should consider an investigation on the comparison of conflict management styles between private and public secondaryinstitutions to prove the existence of differences on styles in resolving conflicts when grouped according to school type.Keywords: Education, conflict, conflict management styles, solution-oriented style, descriptivedesign, Philippines

Managing conflict with emotional intelligence: abilities that make a difference

2015 ◽  
Vol 34 (2) ◽  
pp. 226-244 ◽  
Author(s):  
Margaret M. Hopkins ◽  
Robert D. Yonker
Keyword(s):  
Emotional Intelligence ◽  
Problem Solving ◽  
Social Responsibility ◽  
Conflict Management ◽  
Impulse Control ◽  
Future Research ◽  
Management Styles ◽  
Regression Analyses ◽  
Conflict Management Styles ◽  
Content Type

Purpose – The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace. Design/methodology/approach – Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed. Findings – Results of regression analyses indicate several significant relationships between EI abilities and participants’ conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace. Research limitations/implications – Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people’s choices in conflict management styles. Practical implications – Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively. Originality/value – This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.

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.

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.

The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles

2021 ◽  
pp. 875697282110375
Author(s):  
Dedong Wang ◽  
Yang Liu
Keyword(s):  
Conflict Management ◽  
Relationship Quality ◽  
Construction Projects ◽  
Political Skill ◽  
Mediating Effect ◽  
Future Research ◽  
Negative Consequences ◽  
Management Styles ◽  
Conflict Management Styles ◽  
The Relationship

Negative consequences can arise if interpersonal conflicts in construction projects are not handled properly. This study aims to investigate the relationship among political skill, cooperative conflict management styles, and relationship quality. Multiple regressions were used to test the hypothesis based on 206 items of data collected from construction project practitioners in China. Results demonstrate the mechanism of action among political skill, conflict management styles, and relationship quality and verify the mediating effect of cooperative conflict management styles, providing enlightenment for future research on conflict management.

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 Ten years of conflict management research 2007-2017

2019 ◽  
Vol 30 (1) ◽  
pp. 87-110 ◽  
Author(s):  
Andrea Caputo ◽  
Giacomo Marzi ◽  
Jane Maley ◽  
Mario Silic
Keyword(s):  
Conflict Management ◽  
Intellectual Structure ◽  
Future Research ◽  
Management Styles ◽  
Management Research ◽  
Conflict Management Styles ◽  
Content Type ◽  
Previous Decade ◽  
And Performance ◽  
Theoretical Foundations

Purpose The purpose of this study is to map the intellectual structure of conflict management studies by investigating the key themes, concepts and their relationships for the period 2007-2017. The study updates the previous decade (1997-2006) investigation by Ma et al. (2008) to reflect the increased publication efforts in the field. Design/methodology/approach Bibliometric analysis was used to trace the development path of the extant literature. The study included activity indicators such as distribution of articles and most-cited journals; relationship indicators such as co-author analysis and keyword analysis; and the mapping of the theoretical foundations. Findings The analysis identified five key themes that help track the direction of conflict management research: negotiation, mediation, trust, conflict management styles and performance. Originality/value These themes show a wider diversification of topics in the field than in the past, corroborating previous results about the reputation and maturity of conflict management as an independent scientific field of research. This study will help scholars to improve their understanding of the evolution of conflict management studies and the direction that conflict management research is taking, in particular, identifying available avenues for future research.

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