scholarly journals The Combined Effect of Individualism – Collectivism on Conflict Styles and Satisfaction: An Analysis at the Individual Level

2015 ◽  
Author(s):  
Regina Kim ◽  
Peter Coleman
Keyword(s):  
Conflict Management ◽  
Goal Attainment ◽  
State Level ◽  
Past Research ◽  
Value Orientations ◽  
Management Styles ◽  
Conflict Styles ◽  
Conflict Management Styles ◽  
Individual Level ◽  
The Individual

This research examines the relationships among individualism-collectivism (IND-COL), conflict management styles and conflict satisfaction. The authors aim to explain some of the inconclusive findings in the literature related to IND-COL and conflict styles by studying IND-COL as states, rather than dispositional traits. By taking a dynamic approach to conceptualizing IND-COL and measuring IND-COL over time, we investigate how different ratios of individualistic-to-collectivistic orientations are associated with different conflict management styles. Results show that individuals who employed a balanced focus (1:1 ratio) of both individualistic and collectivistic orientations utilized an integrative style in conflict more than individuals with either a strong individualistic or collectivistic orientation. Integrative style was associated with higher levels of satisfaction with conflict outcomes, processes, relationships, goal attainment and job satisfaction at work. Individuals with predominant focus on individualism utilized a dominating style more, whereas individuals with predominant focus on collectivism utilized obliging and avoiding styles. Furthermore, results show that state-level IND-COL is a better predictor of conflict management styles than trait-level IND-COL. Past research has focused on studying IND-COL primarily as a trait variable at the individual level, but we examine IND-COL as states in relation to conflict management styles. In addition, we investigate the combined and optimal effects of both individualism and collectivism value-orientations on conflict management styles.

scholarly journals Turnaround maintenance workers cultural values and conflict management style preference: Moderating role of temperament

2018 ◽  
Vol 56 ◽  
pp. 02004
Author(s):  
Adiza. Alhassan Musah ◽  
Zulkipli Ghazali ◽  
Ahmad Nizam Shahrul Isha
Keyword(s):  
Conflict Management ◽  
Cultural Values ◽  
Management Style ◽  
Cultural Dimensions ◽  
Specific Method ◽  
Organizational Practices ◽  
Management Styles ◽  
Conflict Styles ◽  
Conflict Management Styles ◽  
Conflict Management Style

The general argument is that individuals choose those conflict styles that fit their cultural values. The concept of culture fit elucidates why organizational practices are effective with regards to employees work-related performance if these practices fit the cultural values of the workforce. Mismatch of organizational practices with employees’ cultural values may result in dissatisfaction and demotivation to perform well. This present study determined the link between plant turnaround maintenance (TAM) workers culture values, and their preference for a specific method for managing conflict. The research methodology is based on questionnaire survey focusing on plant TAM employees during execution phase. Data was gathered from TAM workers in 13 petrochemical plants in east and west Malaysia. Stated hypotheses were tested using SmartPLS software. Results shows all five cultural dimensions positively predicted integrating, obliging, compromising and avoiding, and negatively predicted dominating conflict management styles. The study concludes that employees will generally favor conflict styles that are consistent with their cultural values. Compared to previous findings, the current results revealed both culture and temperament as predictors of conflict management styles, providing a comprehensive evidence of the predictors of conflict management style preference.

scholarly journals Leader is the person who deals with conflict. Global answers in conflict management.

2020 ◽  
Vol 74 ◽  
pp. 06011
Author(s):  
Csilla Kohlhoffer-Mizser
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Dispute Resolution ◽  
Alternative Dispute Resolution ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Conflict Situations ◽  
Management Alternative ◽  
The Individual ◽  
Over Time

Worldwide, leader is the person in an organization who directs, manages and controls at least one person. The purpose of this study is to internationally examine the relationship between leadership decision-making and resolution of conflict. Author is aiming to provide a comprehensive global literature review of leadership decision-making and conflict management. Alternative dispute resolution methods are to support persons and expressly leaders with several levels of conflict solving. Author interviewed leaders through a questionnaire survey how they decide in case of conflict: do they prefer court procedure or the possibilities of alternative dispute resolution? From 124 answers the paper‘s main finding is that leaders prefer alternative dispute resolution if they can choose. Methodology is different regarding the types of leaders from different dimensions, as transformational, transactional, and laissez-faire leader dimensions. 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 [1]. The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations, in which we can describe a person’s behavior along two basic dimensions: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.

Job Satisfaction and Work Productivity: The Role of Conflict-Management Culture

2018 ◽  
Vol 46 (7) ◽  
pp. 1101-1110
Author(s):  
Younyoung Choi ◽  
Junghee Ha
Keyword(s):  
Job Satisfaction ◽  
Conflict Management ◽  
Work Productivity ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Individual Level ◽  
Management Culture ◽  
Negative Effect ◽  
The Usa ◽  
Bank Tellers

Conflict-management culture is an important factor affecting job satisfaction and productivity in the workplace. We examined the effect of conflict-management culture on individual-level job satisfaction and productivity at work by analyzing data collected from bank tellers in the USA and Korea with multigroup path analysis using Mplus. Results suggested that a collaborative conflict-management culture had a positive effect, and a dominant conflict-management culture had a negative effect on job satisfaction in both USA and Korea. Results differed between the two countries in that in Korea (a) a dominant conflict-management culture was positively associated with productivity, and (b) an avoidant conflict-management culture was positively related to job satisfaction, but no significant effects for either of these were found in the USA. These findings suggest that cultural differences should be considered when exploring the effects of conflict-management styles on individual-level job satisfaction and productivity.

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.

Young Adult Reports of the Victim–Offender Overlap in Intimate and Nonintimate Relationships: A Nationally Representative Sample

2018 ◽  
Vol 46 (3) ◽  
pp. 415-436 ◽  
Author(s):  
Bruce G. Taylor ◽  
Elizabeth A. Mumford ◽  
Weiwei Liu ◽  
Mark Berg ◽  
Maria Bohri
Keyword(s):  
Conflict Management ◽  
Intimate Relationships ◽  
Verbal Aggression ◽  
Self Control ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Nationally Representative ◽  
High Degree ◽  
Degree Of Overlap

Little is known about the role of conflict management in explaining the victim–offender overlap. This article assesses the victim–offender overlap for adults (18-32) in intimate and nonintimate relationships, covering their relationship with their partner and with friends and acquaintances/strangers. Controlling for conceptually important variables, we explore whether different conflict management styles are associated with a respondent being in the victim-only, offender-only, both, or neither group (separately for verbal aggression, physical abuse for intimate and nonintimate relationships, and sexual abuse for intimate relationships). Data are from a nationally representative panel of U.S. households ( N = 2,284 respondents of whom 871 women and 690 men report being in an intimate partnership). We observed a high degree of overlap between victimization and offending across our abuse measures. We found a range of modestly consistent set of risk factors, for example, conflict management styles and self-control, for the victim–offender overlap for partner and nonpartner abuse experiences.

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