Horizontal and vertical cultural differences in the content of conflict styles
The result's identifiers
Result code in IS VaVaI
<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F19%3A63522957" target="_blank" >RIV/70883521:28120/19:63522957 - isvavai.cz</a>
Result on the web
<a href="http://dx.doi.org/10.34190/ECIE.19.110" target="_blank" >http://dx.doi.org/10.34190/ECIE.19.110</a>
DOI - Digital Object Identifier
<a href="http://dx.doi.org/10.34190/ECIE.19.110" target="_blank" >10.34190/ECIE.19.110</a>
Alternative languages
Result language
angličtina
Original language name
Horizontal and vertical cultural differences in the content of conflict styles
Original language description
Cultural differences often result in conflict and thus require careful consideration, because unmanageable conflicts significantly affect organisations' effectiveness. On the other hand, if conflicts in the organisations absent, it leads to its stagnation. The study aims to determine whether conflict management styles (CMSs) as specific behavioural patterns that individuals prefer to employ when dealing with conflict are correlated with horizontal and vertical dimensions of individualism and collectivism. The research design following the purpose of the study utilised a quantitative design. An online questionnaire survey was used to obtain data. The survey was conducted during October 2018 with 160 managers of Slovak small and medium IT start-ups as the respondents. We employed the 28 items Rahim Organisational Conflict Inventory-II scale (ROCI-II) and 32 items Signelis et al. (1995) scale. The response format was the seven-point Likert scale with 1 representing strongly disagree and 7 representing strongly agree. The alpha coefficients (ROCI-II 0.8963 and Signelis et al. (1995) scale 0.8641) suggested relatively high internal consistency. Results showed significant links between cultural dimensions of individualism and collectivism and adopting conflict styles. Integrating style strongly correlates with horizontal individualism (0.6607) and collectivism (0.7433). Obliging style strongly correlates with horizontal collectivism (0.6182). Compromising style strongly correlates with horizontal individualism (0.6032) and collectivism (0.6033). Other relationships were found, but their meaning requires further study. The practical implications of research suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations. Future research may address these issues of CMSs and their impact on company performance. © Proceedings of the 14th European Conference on Innovation and Entrepreneurship, ECIE 2019. All rights reserved.
Czech name
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Czech description
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Classification
Type
D - Article in proceedings
CEP classification
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OECD FORD branch
50204 - Business and management
Result continuities
Project
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Continuities
V - Vyzkumna aktivita podporovana z jinych verejnych zdroju
Others
Publication year
2019
Confidentiality
S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů
Data specific for result type
Article name in the collection
14th European Conference on Innovation and Entrepreneurship
ISBN
978-1-912764-34-1
ISSN
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e-ISSN
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Number of pages
899
Pages from-to
893
Publisher name
Academic Conferences and Publishing International Limited
Place of publication
London
Event location
Kalamata
Event date
Sep 19, 2019
Type of event by nationality
WRD - Celosvětová akce
UT code for WoS article
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