The Impact of Culture on Workplace Conflict in the Caribbean

2014 ◽  
pp. 1352-1366
Author(s):  
Susan Scott
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Business Performance ◽  
Relationship Management ◽  
Cross Cultural ◽  
Human Relationship ◽  
Workplace Conflict ◽  
The Caribbean ◽  
East And West ◽  
The Impact

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

The Impact of Culture on Workplace Conflict in the Caribbean

2012 ◽  
pp. 292-306
Author(s):  
Susan Scott
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Business Performance ◽  
Relationship Management ◽  
Cross Cultural ◽  
Human Relationship ◽  
Workplace Conflict ◽  
The Caribbean ◽  
East And West ◽  
The Impact

There are many subtleties within a culture that affect decision-making. Lack of understanding of these nuances enhances the mystique of cross-cultural business. Global managers need to better understand trans-cultural decision-making to maximize the benefits of alliances and business relationships abroad. One of these subtleties, often discussed in relation to business in the Orient, is conflict management. The notion of “face” and the importance of individual honor pervade cultural briefing materials on countries such as Japan. It is a defining difference in human relationship management between East and West. Yet when dealing with employees in nations speaking the same language, as a U.S. manager to a Caribbean manager, one often fails to account for equally significant differences in managing conflict. This chapter discusses the impact of culture-specific attitudes concerning workplace conflict on business performance in the Caribbean, using examples specifically from Grenada.

The problem of entanglement: Biases and fallacies in police conflict management

2021 ◽  
pp. 146135572110640
Author(s):  
Mario S Staller ◽  
Benjamin Zaiser ◽  
Swen Koerner
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Cognitive Biases ◽  
Use Of Force ◽  
External Influences ◽  
Current Affairs ◽  
Excessive Use Of Force ◽  
Systemic Understanding ◽  
The Impact ◽  
The Way

Cognitive biases have been identified as drivers of the excessive use of force, which has determined current affairs across the globe. In this article, we argue that the police are facing serious challenges in combating these biases. These challenges stem from the nature of cognitive biases, their sources and the fallacies that mislead police professionals in the way they think about them. Based on a framework of expert decision-making fallacies and biases, we argue that these fallacies limit the impact of efforts to mitigate cognitive biases in police conflict management. In order to achieve a systemic understanding of cognitive biases and their detrimental effects, the article concludes that implementing reflexive structures within the police is a crucial prerequisite to effectively reflect on external influences and to limit bias and fallacies from further unfolding in a self-referential loop.

scholarly journals Turning cross-cultural management conflict into collaboration: Indian and Romanian experiences in Global Project Teams

2020 ◽  
Vol 14 (1) ◽  
pp. 1024-1034
Author(s):  
Corina Agarici ◽  
Cezar Scarlat ◽  
Danuţ Iorga
Keyword(s):  
Low Power ◽  
Conflict Management ◽  
Virtual Teams ◽  
Power Distance ◽  
Cross Cultural ◽  
Project Teams ◽  
Cultural Conflict ◽  
Starting Point ◽  
The Impact ◽  
Global Project

AbstractGlobal project virtual teams are increasingly common as organizations strive to maintain a global presence, find top and diverse talent, and cope with economic constraints. They include members from multiple nations and cultures who must work together while being separated by time and space. An internal research, which has been conducted in an international company active in the industrial sector of financial services, provides few insights into how integrating the Western values of individualism and low power distance with the Eastern values of collectivism and high power distance may influence cross-cultural conflict management. The purpose of this paper is to directly examine the impact of organization-level collectivism and individualism as well as high and low power distance – in case of global project teams that include Romanian and Indian experts – in order to determine the interactive effects of these factors on cross-cultural conflict management. The authors sustain the idea that understanding intercultural dynamics can facilitate collaboration and reduce conflicts in intercultural encounters at the individual, organization, and probably societal levels. Methodological approach is to use both secondary literature survey and primary research methods as interviews and short case-examples from authors’ direct consulting experience while working with global project teams. This pilot study – as part of a larger research project – contributes to fill one gap in the understanding of culturally heterogeneous project teams and is the starting-point for additional investigation in this area.

A Stranger’s Gaze: Diplomats, Journalists, Scholars — Travellers between East and West from the Eighteenth Century to the Twenty-First

2020 ◽  
Keyword(s):  
Eighteenth Century ◽  
Public Opinion ◽  
Cross Cultural ◽  
Political Systems ◽  
Natural Conditions ◽  
Economic Management ◽  
East And West ◽  
The Impact

This collective monograph deals with the evolution of, and growing complexity in, the collection and analysis of information about the peoples and countries of East and West from the dawn of modernity to the present day. Chapters of the monograph reconstruct the biographies and careers of the main actors involved in cross-cultural dialog, such as diplomats, journalists, and scholars, who contributed to the accumulation of knowledge about political systems, methods of economic management, warfare, and the cultural achievements of the peoples of East and West. Furthermore, it explores the contribution of diplomatic and consular services to the collection, accumulation, and scrutiny of information regarding natural conditions, economics, population, social and political systems, and culture. Special attention is paid to the impact of journalism on public opinion and the spread of trustworthy and unreliable information.

Strategic IT management: how companies can benefit from an increasing IT influence

2019 ◽  
Vol 32 (2) ◽  
pp. 251-273 ◽  
Author(s):  
Christopher Reichstein
Keyword(s):  
Decision Making ◽  
Structural Equation ◽  
Business Performance ◽  
Equation Model ◽  
It Management ◽  
Value Assessment ◽  
Content Type ◽  
It Department ◽  
It Departments ◽  
The Impact

Purpose The purpose of this paper is to analyze the value of a strong decision-making information technology (IT) influence within organizations. Although research and managerial practice has repeatedly shown the importance of IT departments within firms and has commented on the influence of IT departments on business performance, prior research has still no evidence about the value of a strong decision-making IT influence yet. Design/methodology/approach To prove the influence of the IT department within the company, this study identifies and operationalizes a formative construct determined by four main specifics of the IT department: IT department size, IT department value assessment, IT experience of the top management and degree of digitization. A questionnaire was used to collect the data of 124 experts from companies that could be assigned mainly to the sectors manufacturing, trade as well as information and communication. The data were analyzed using exploratory and confirmatory factor analyses. Further, partial least squares structural equation model (PLS-SEM) was used to test the proposed model. Findings The results show that both investments in the size of the IT department as well as in top managers with IT experience, and a high degree of digitization in a company positively influence the role of the IT department. It also shows that a higher general appreciation of the IT department goes hand in hand with a higher influence of IT in the company. The measures are significant as companies, which do have an influential IT department, actually have higher monetary as well as non-monetary business performances. Practical implications The study is aimed equally at science and practice, as it provides information on the extent to which more importance should be attached to IT management in the future and what organizational adjustments need to be made. Originality/value Despite the ongoing discussions on the importance of IT management for business performance, no existing studies have delivered evidence that there is a significant direct link between the decision-making influence of IT and the extent of corporate performance. The present work therefore has two objectives. The theoretical goal is to clarify the impact of the IT department on business performance and to identify the factors that make up an influential IT department. The practical objective of the research is to provide recommendations on how firms could establish or expand the IT department.

scholarly journals Mentoring and Organizational Performance: A Review of Effects of Mentoring on Small and Medium Enterprises

2016 ◽  
Vol 2 (2) ◽  
pp. 143-158 ◽  
Author(s):  
Muzaffar Hussain Shah ◽  
Abdul Rahim Bin Othman ◽  
Mohd Najib Bin Mansor
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Performance ◽  
Business Performance ◽  
Positive Impact ◽  
Small And Medium Enterprises ◽  
High Impact ◽  
Mentoring Programs ◽  
Medium Enterprises ◽  
The Impact

Mentoring has gained substantial attention in small and medium enterprises in recent years due to its high impact on business performance. Several studies have delineated the impact of mentoring on small and medium enterprises and found mentoring is helpful for improving organizational performance and transferring information from experienced entrepreneurs to inexperienced or les experienced entrepreneurs which leads to higher productivity of organization, better job satisfaction, and retention of workers. This study reviews the literature of mentoring and the components of mentoring. Findings of the study depict that mentoring has a positive impact on business performance. Moreover, the results also implicate significant decision-making suggestions for SMEs that improved business performance can be achieved by enabling efficient mentoring programs. These programs would benefits employee as well as the organization. Mentoring programs not only increase the value of employees but also the effectiveness of the business.

scholarly journals A Cross-Cultural Comparison of Conflict Management Styles in Multinational Organisations: Empirical Evidence from Serbia

2020 ◽  
Vol 25 (3) ◽  
pp. 418-447
Author(s):  
Marija Runic Ristic ◽  
Nikolina Ljepava ◽  
Tahir Masood Qureshi ◽  
Asli Cazorla Milla
Keyword(s):  
Conflict Management ◽  
Cross Cultural ◽  
Management Styles ◽  
Southeast Europe ◽  
Conflict Management Styles ◽  
Cross Cultural Comparison ◽  
The Status ◽  
Intercultural Interactions ◽  
And Gender ◽  
The Impact

This study explores the conflict management styles of German and Serbian managers in multinational organisations in Serbia. Contrary to most previous cross-cultural studies on conflict management styles, we have analysed not only the impact of the dimensions of individualism vs. collectivism on conflict management styles, but the effect of power distance dimension also. Moreover, none of the previous studies have analysed the conflict of management styles of managers in Southeast Europe, let alone the influence of intercultural interactions in multinational organisations in that region. Our study is based on the survey of 205 German, and 214 Serbian, managers in German multinationals in Serbia. The findings reveal that German and Serbian managers use different conflict management styles and that the status of the conflict partners and gender affect managers’ conflict management styles.

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