Horizontal and vertical cultural differences in the content of conflict styles

Kód výsledku v 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>

Výsledek na webu

<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>

Jazyk výsledku

angličtina

Název v původním jazyce

Horizontal and vertical cultural differences in the content of conflict styles

Popis výsledku v původním jazyce

Cultural differences often result in conflict and thus require careful consideration, because unmanageable conflicts significantly affect organisations&apos; 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.

Název v anglickém jazyce

Horizontal and vertical cultural differences in the content of conflict styles

Popis výsledku anglicky

Cultural differences often result in conflict and thus require careful consideration, because unmanageable conflicts significantly affect organisations&apos; 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.

Druh

D - Stať ve sborníku

CEP obor

—

OECD FORD obor

50204 - Business and management

Projekt

—

Návaznosti

V - Vyzkumna aktivita podporovana z jinych verejnych zdroju

Rok uplatnění

2019

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název statě ve sborníku

14th European Conference on Innovation and Entrepreneurship

ISBN

978-1-912764-34-1

ISSN

—

e-ISSN

—

Počet stran výsledku

899

Strana od-do

893

Název nakladatele

Academic Conferences and Publishing International Limited

Místo vydání

London

Místo konání akce

Kalamata

Datum konání akce

19. 9. 2019

Typ akce podle státní příslušnosti

WRD - Celosvětová akce

Kód UT WoS článku

—