How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective

Purpose This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects. Design/methodology/approach Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling. Findings The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance. Research limitations/implications This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation. Originality/value This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

THE DEGREE OF CREATIVE LEADERSHIP PRACTICE AND ITS RELATIONSHIP TO MANAGING ORGANIZATIONAL EPILEPSY AMONG DEPARTMENT HEADS FROM THE VIEWPOINT OF FACULTY MEMBERS AT WASIT UNIVERSITY

The study aimed to identify the relationship between creative leadership and organizational conflict management among department heads from the viewpoint of faculty members at Wasit University. In order to find out the differences according to the variables of gender and specialization, the study sample consisted of (200) male and female teachers from the study population, they were chosen by the simple random method, and the researcher adopted the descriptive correlative approach to conduct the study. The two tools of the study consisted of a questionnaire of (40) items to measure lateral leadership and (36) items to manage organizational conflict prepared by the researcher. The results of the research data were analyzed using the (SPSS) program, The results of the research showed that the degree of creative leadership practice of academic department heads was high, and the results indicated that the level of organizational conflict management for academic department heads was high, and there was a positive relationship between the practice of creative leadership and the level of organizational conflict management for department heads from the viewpoint of faculty members at Wasit University and in In light of the results of the research, the researcher presented a number of recommendations, including continuity in maintaining the degree of practice of creative leadership and management of organizational conflict, as well as deepening and increasing awareness of the importance of creative leadership, and continuity in raising awareness of organizational conflict management methods through training and informing them of the advanced and renewable global experiences and proposing to conduct similar studies in Iraqi universities‎. Keywords: Practice, Creative Leadership, Organizational Conflict Management, Heads of Departments, Wasit University

ORGANIZATIONAL CONFLICT: IS WHAT WE LOOK AT OR THE PERSPECTIVE WE LOOK FROM MORE IMPORTANT?

This study examined organizational conflict using two alternative research methods. In Study I qualitative data was raised via interviews on workplace conflicts from 40 faculty members and research assistants employed in a public university. In Study II vignettes of conflict scenarios were presented to participants and data were raised from 170 graduate and doctorate students. Vignettes differed in terms of the perspective it assumed; consisting of the subordinate, manager, and the neutral observer perspective. Participants were asked to report their affective reactions (negative and positive), conflict management style (collaborating, compromising, accomodating, avoiding and competing) and ethical evaluations (employee and manager) with regards to the vignettes. Content analysis of interviews revealed that injustice, differences of opinions and miscommunication were among the most frequently reported themes of conflict. Variance analyses were carried out for the vignette study on the above mentioned dependent variables. Main effect of perspective was found for most of the variables, such that subordinate perspective participants experienced higher levels of negative affect in reponse to the conflict; neutral perspective reported higher levels of the use of compromising strategy while subordinate perspective had significantly higher levels of avoiding, accomodating, and competing. In terms of the ethical evaluations of the subordinate and manager characters of the scenarios, each perspective perceived itself as more ethical than the other party. These findings point out the importance of perspective taking and empathy in organizational conflict. Practical implications for conflict resolution are discussed in light of the study findings. Keywords Organizational conflict, qualitative research, business ethics, affect, perspective taking

“What Is the Real Belief on Campus?” Perceptions of Racial Conflict at a Minority-Serving Institution and a Historically White Institution

An organizational conflict lens offers a distinct understanding of how higher education administrators and postsecondary students experience racial conflict on their campuses. Despite students of color historically reporting incidents with overt and subtle forms of racism on college campuses (George Mwangi et al., 2018; Hurtado & Ruiz, 2015; Nguyen et al., 2018; Serrano, 2020), postsecondary leaders continue to report positive race relations on campus (Jaschik & Lederman, 2017). This conflict in perception is the focus of this article. To understand how race-related conflicts are perceived in higher education, I examined perceptions of racial conflict across two types of postsecondary campuses. I used compositional diversity, or a numerical illustration of various racial and ethnic groups (Hurtado et al., 1998; Milem et al., 2005), as a determinant to decide which campuses to study for how racial conflict is understood by administrators, faculty, and students. Drawing from organizational conflict theory, this year-long qualitative study involved 35 open-ended interviews conducted at a minority serving institution (MSI) and a historically White institution (HWI). The main research question was: How does compositional diversity shape stakeholders’ perceptions of racial conflict? Across both campuses, and despite differences in compositional diversity, administrators responded similarly: they noted minimal problems among students regarding racism on their campuses. Alternately, students across both campuses responded similarly: they noted these issues as well but described it in terms of frequency and severity. To make sense of this, I describe findings in three ways: interpersonal and structural racism, intergroup conflict, and historical perspectives about racial conflict. Background/Context: Despite students of color historically reporting incidents with overt and subtle forms of racial conflict on college campuses, postsecondary leaders continue to report positive race relations on campus. Unfortunately, various forms of conflict are often reduced to isolated incidents that are disconnected from aspects of campus culture and climate. Although conflict is a permanent and indelible aspect of organizations, racism and other forms of race-related conflict on college campuses continue to be studied on an interpersonal level, less so at the organizational level of higher education. Purpose/Objective/Research Question/Focus of Study: An organizational conflict lens offers a distinct understanding of how higher education administrators and postsecondary students experience racial conflict on their campuses. Despite students of color historically reporting incidents with overt and subtle forms of racism on college campuses, postsecondary leaders continue to report positive race relations on campus. This conflict in perception is the focus of this article. To understand how race-related conflicts are perceived in higher education, I examined perceptions of racial conflict across two types of postsecondary campuses. I used compositional diversity, or a numerical illustration of various racial and ethnic groups, a determinant to decide which campuses to study for how racial conflict is understood by administrators, faculty, and students. The main research question I asked was: How does compositional diversity shape stakeholders’ perceptions of racial conflict? Research Design: To understand perceptions of racial conflict, I conducted a multiple case study of two types of institutions in the northeastern United States: a historically white institution (HWI) and a minority-serving institution (MSI). I purposely selected two racially distinct institutions to explore compositional diversity in higher education. I first asked: How does compositional diversity shape stakeholders’ perceptions of racial conflict? Drawing from organizational conflict theory, this year-long qualitative study involved 35 open-ended interviews conducted at a MSI and an HWI. Specifically, I sought respondents who were positioned informants. This approach assumes that informants’ positions inform their behaviors. Conclusions/Recommendations: Although the data here cannot be applied to all institutions, some lessons can be extracted for further exploration, should administrators and researchers desire to understand race-based organizational conflicts. Indeed, across both campuses and despite differences in compositional diversity, administrators responded similarly: they noted minimal problems among students regarding racism on their campuses. Alternately, students across both campuses responded similarly: they noted these issues as well but described it in terms of frequency and severity. To make sense of this, I describe findings in three ways: interpersonal and structural racism, intergroup conflict, and historical perspectives about racial conflict.

Conflict in Organizations and Organizing

Organizational communication scholars define conflict as interaction among interdependent people who perceive opposition in their goals, aims, and /or values, and who see the other(s) as potentially interfering with the realization of these goals, aims, or values. Given that organizations consist of interaction among interdependent people, conflict is inherent to organizational communication. Organizational conflict scholarship includes a rich and diverse body of literature that spans theoretical and disciplinary perspectives as well as methodological approaches and disparate goals, ranging from describing to understanding and predicting conflict behavior, impacts, and outcomes. Scholars conceptualize conflict as both a challenge to the status quo and an opportunity for innovation, creativity, and improved understanding and communication. Research on conflict in organizations has often focused on conflict styles to examine common approaches to resolving or managing conflict. Styles are often defined as predispositions, with the recognition that people also choose a conflict style based on characteristics of a specific conflict situation. The five styles are described as competing, collaborating, cooperating, accommodating, and avoiding. While there are hundreds of studies examining these styles, virtually all of them conclude that collaborating and cooperating styles are considered most appropriate and effective, while competing and avoiding styles are perceived as inappropriate and least effective, especially in the long term. Nonetheless, each style may be appropriate under specific circumstances. Other important dimensions of organizational conflict include how it is managed by leaders and members (supervisors and subordinates), intercultural conflict, and conflict within and across groups. Research has found a relationship between how organizational leaders manage conflict, their openness to the related phenomenon of employee dissent, and employee satisfaction with the organization, leadership, and their perceptions of organizational justice. An important consideration in all conflict contexts is attention to face concerns. In conflict with superiors, in intercultural conflict, and in conflict in work groups, communication that attempts to protect, rather than threaten, each party’s image is most likely to be collaborative, meet all parties’ interests, and maintain relationships. Because it can be especially difficult to manage conflict when there are power differences, it is helpful when organizations create a conflict management system (CMS) to assist organizational members. A CMS often includes a third party who can help organizational members better understand their conflict and assess their options, such as an ombudsperson or an employee relations advisor. CMSs may also provide an array of less costly alternatives to the formal grievance process or litigation, such as mediation and conflict coaching. An important arena in conflict scholarship focuses on conflict education, which examines curricula and programs for all levels, from K-12 to higher education, with the goals of creating communities grounded in shared responsibility and social justice. Research on the development of conflict education and training at all levels is necessary to help foster the innovative and transformational potential of conflict and its management.

Beyond Rational Systems: Managing Organizational Conflicts From Pluralistic, Open Systems and Stakeholder Perspectives

This paper examines organizational conflict in the context of rationalist, pluralist, open systems and stakeholder approaches. It argues that the prevailing rational and unitary approaches which dominate organizational analysis are inadequate theoretical tools for understanding the dynamics of organizational conflicts in a pluralistic society. Methodologically, the research approach is built on meta-synthesis. A meta-synthesis is a research approach that brings together qualitative data to form a new interpretation of a research field. From this approach, the paper critically examines three of the dominant approaches in organizational theorizing (the rational, pluralist and open systems perspectives) and their implications for understanding and managing organizational conflict. A synthesis of the literature combines the three perspectives to propose a framework for managing conflicts in organizations. The paper suggests that the open system perspective, in line with a pluralist perspective, is an appropriate framework for studying the relationship between stakeholder management and conflict management and for understanding the dynamics and the forces shaping conflicts in organizations. A stakeholder approach for understanding interests and sources of organizational conflicts is presented including stakeholders’ sources of power and legitimacy. Finally, a framework encompassing strategies for managing organizational conflicts by applying principles of stakeholder management are suggested.

The Role of Organizational Learning in Conflict Management

Conflict is a state of disagreement experienced between two individuals or parties, which can result from many factors. When conflict occurs at organizations, it may lead to many problems such as unaccomplished goals, decreased effectiveness, and low levels of individual and overall performance. However, organizational conflict may positively influence organizations under certain circumstances. The recent literature especially places emphasis on conflict management rather than conflict resolution, as conflicts are likely to enable organizations to enhance their performance and productivity when they are managed in an appropriate way. In this sense, organizations have to develop strategies that are aimed at improving the constructive aspect of conflicts instead of trying to reduce and remove them. As the first step toward this goal, organizations have to provide a learning environment so that they can benefit from conflicts. Since it is considered a key concept for the survival and adaptability of an organization, organizational learning stands out as an effective means of fostering such favorable effects. For this purpose, this article discusses the role of organizational learning in conflict management by examining the factors that facilitate and result from it.