Organizational conflict: A comparative analysis of conflict styles across cultures

被引:53
作者
ElsayedEkhouly, SM
Buda, R
机构
[1] Dept. of Mgmt. and General Business, Hofstra University, Hempstead, NY 11550
关键词
D O I
10.1108/eb022776
中图分类号
G2 [信息与知识传播];
学科分类号
05 ; 0503 ;
摘要
This study investigated the impact of culture on styles of handling interpersonal conflicts. The Rahim Organizational Conflict Inventory was used to collect data on the conflict management styles of integrating, obliging, avoiding, dominating, and compromising. Two regions of the world were chosen: Middle Eastern countries and states (n=913) and the United States (n=144). MANCOVA was used to analyze the data. The results indicate that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use more of an obliging, dominating, and compromising style. Implications of the findings and future research are discussed.
引用
收藏
页码:71 / 81
页数:11
相关论文
共 31 条
[1]  
ALMANEY AJ, 1981, MANAGE INT REV, V21, P10
[2]  
[Anonymous], ASIA PACIFIC J MANAG
[3]  
[Anonymous], 1982, LINGUISTIC CONCEPTS
[4]   STYLES OF MIDEASTERN MANAGERS [J].
BADAWY, MK .
CALIFORNIA MANAGEMENT REVIEW, 1980, 22 (03) :51-58
[5]  
BARRATT A, 1989, J EUROPEAN IND TRAIN, V13, P28
[6]  
Blake RobertR., 1964, The managerial grid
[7]   POWER DISTANCE, INDIVIDUALISM COLLECTIVISM, AND JOB-RELATED ATTITUDES IN A CULTURALLY DIVERSE WORK GROUP [J].
BOCHNER, S ;
HESKETH, B .
JOURNAL OF CROSS-CULTURAL PSYCHOLOGY, 1994, 25 (02) :233-257
[8]  
COSIER RA, 1981, ACAD MANAGE J, V24, P816, DOI 10.5465/256179
[9]  
Hall J., 1969, CONFLICT MANAGEMENT
[10]  
Hofstede G., 1983, INT STUDIES MANAGEME, V13, P52, DOI DOI https://doi.org/10.1080/00208825.1983.11656358