How do Chinese firms deal with inter-organizational conflict?

Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict,whether task or relationship. Task interdependence significantly moderates the relationship between ethical leadership and TC. Managerial implication in terms of creating sound buyer–supplier relationship through an ethical perspective is discussed.

Identifying sources of organizational conflict /

"August 1981."

Analysis of cultural conflict in the development of web-enabled information systems

The advent of the World Wide Web (WWW) and the emergence of Internet commerce have given rise to the web as a medium of information exchange. In recent years, the phenomenon has affected the realm of transaction processing systems, as organizations are moving from designing web pages for marketing purposes, to web-based applications that support business-to-business (WEB) and business-to-consumer (B2C) interactions, integrated with databases and other back-end systems (Isakowitz, Bieber et al., 1998). Furthermore, web-enabled applications are increasingly being used to facilitate transactions even between various business units within a single enterprise. Examples of some of the more popular web-enabled applications in use today include airline reservation systems, internet banking, student enrollment systems in universities, and Human Resource (HR) and payroll systems. The prime motive behind the adoption of web-enabled applications are productivity gains due to reduced processing time, decrease in the usage of paper-based documentation and conventional modes of communication (such as letters, fax, or telephone), and improved quality of services to clients. Indeed, web-based solutions are commonly referred to as customer-centric (Li, 2000), which means that they provide user interfaces that do not necessitate high level of computer proficiency. Thus, organizations implement such systems to streamline routine transactions and gain strategic benefits in the process (Nambisan & Wang, 1999), though the latter are to be expected in the long-term. Notwithstanding the benefits of web technology adoption, the web has ample share of challenges for initiators and developers. Many of these challenges are associated with the unique nature of web-enabled applications. Research in the area of web-enabled information systems has revealed several differences with traditional applications. These differences exist with regards to system development methodology, stakeholder involvement, tasks, and technology (Nazareth, 1998). According to Fraternali (1999), web applications are commonly developed using an evolutionary prototyping approach, whereby the simplified version of the application is deployed as a pilot first, in order to gather user feedback. Thus, web-enabled applications typically undergo continuous refinement and evolution (Ginige, 1998; Nazareth, 1998; Siau, 1998; Standing, 2001). Prototype-based development also leads web-enabled information systems to have much shorter development life cycles, but which, unlike traditional applications, are regrettably developed in a rather adhoc fashion (Carstensen & Vogelsang, 2001). However, the principal difference between the two kinds of applications lies in the broad and diverse group of stakeholders associated with web-based information systems (Gordijn, Akkermans, et al., 2000; Russo, 2000; Earl & Khan, 2001; Carter, 2002; Hasselbring, 2002; Standing, 2002; Stevens & Timbrell, 2002). Stakeholders, or organizational members participating in a common business process (Freeman, 1984), vary in their computer competency, business knowledge, language and culture. This diversity is capable of causing conflict between different stakeholder groups with regards to the establishment of system requirements (Pouloudi & Whitley, 1997; Stevens & Timbrell, 2002). Since, web-based systems transcend organizational, departmental, and even national boundaries, the issue of culture poses a significant challenge to the web systems’ initiators and developers (Miles & Snow, 1992; Kumar & van Dissel, 1996; Pouloudi & Whitley, 1996; Li & Williams, 1999).

Intergroup conflict and intergroup effectiveness in organizations:theory and scale development

Many see the absence of conflict between groups as indicative of effective intergroup relations. Others consider its management a suitable effectiveness criterion. In this article we demarcate a different approach and propose that these views are deficient in describing effective intergroup relations. The article theorizes alternative criteria of intergroup effectiveness rooted in team representatives' subjective value judgements and assesses the psychometric characteristics of a short measure based on these criteria. Results on empirical validity suggest the measure to be a potential alternative outcome of organizational conflict. Implications for both the study of intergroup relations and conflict theory are discussed. © 2005 Psychology Press Ltd.

Managing conflict in user-oriented development environments: Effects on information systems success

Today, many organizations are turning to new approaches to building and maintaining information systems (I/S) to cope with a highly competitive business environment. Current anecdotal evidence indicates that the approaches being used improve the effectiveness of software development by encouraging active user participation throughout the development process. Unfortunately, very little is known about how the use of such approaches enhances the ability of team members to develop I/S that are responsive to changing business conditions.^ Drawing from predominant theories of organizational conflict, this study develops and tests a model of conflict among members of a development team. The model proposes that development approaches provide the relevant context conditioning the management and resolution of conflict in software development which, in turn, are crucial for the success of the development process.^ Empirical testing of the model was conducted using data collected through a combination of interviews with I/S executives and surveys of team members and business users at nine organizations. Results of path analysis provide support for the model's main prediction that integrative conflict management and distributive conflict management can contribute to I/S success by influencing differently the manifestation and resolution of conflict in software development. Further, analyses of variance indicate that object-oriented development, when compared to rapid and structured development, appears to produce the lowest levels of conflict management, conflict resolution, and I/S success.^ The proposed model and findings suggest academic implications for understanding the effects of different conflict management behaviors on software development outcomes, and practical implications for better managing the software development process, especially in user-oriented development environments. ^

The concealed difficulties of aligning CRE decisions to corporate goals

Realisation of the importance of real estate asset strategic decision making has inspired a burgeoning corporate real estate management (CREM) literature. Much of this criticises the poor alignment between strategic business direction and the ‘enabling’ physical environment. This is based on the understanding that corporate real estate assets represent the physical resource base that supports business, and can either complement or impede that business. In the hope of resolving this problem, CRE authors advocate a deeper integration of strategic and corporate real estate decisions. However this recommendation appears to be based on a relatively simplistic theoretical approach to organization where decision-making tends to be viewed as a rationally managed event rather than a complex process. Defining decision making as an isolated event has led to an uncritical acceptance of two basic assumptions: ubiquitous, conflict-free rationality and profit maximisation. These assumptions have encouraged prescriptive solutions that clearly lack the sophistication necessary to come to grips with the complexity of the built and organizational environment. Alternatively, approaching CREM decision making from a more sophisticated perspective, such as that of the “Carnegie School”, leads to conceptualise it as a ‘process’, creating room for bounded rationality, multiple goals, intra-organizational conflict, environmental matching, uncertainty avoidance and problem searching. It is reasonable to expect that such an approach will result in a better understanding of the organizational context, which will facilitate the creation of organizational objectives, assist with the formation of strategies, and ultimately will aid decision.

El conflicto organizacional desde una perspectiva psicológica y sociológica

Se destaca como problema central de esta investigación determinar que estilos de dirección hay y como son las relaciones de competencia, cooperación y depredación que se presentan dentro de las distintas clases de conflictos. Para esto se realiza en una descripción de la propuesta de investigación, la formulación del problema y su justificación, se establecen los objetivos tanto generales como específicos y se describirán cuáles han sido los investigadores relevantes y como aportan a esta investigación.

Mercados laborales en entornos de conflictos armados: un análisis empírico para Colombia

Históricamente se ha reconocido que los conflictos internos afectan de manera directa variables a nivel individual como la salud de las personas, los niveles de escolaridad y el desplazamiento forzoso de los afectados. Sin embargo, solo hasta la última década las investigaciones académicas se han inclinado en documentar y cuantificar rigurosamente los efectos colaterales de la violencia sobre las condiciones de vida de los individuos. La presente investigación estudia cómo la exposición al conflicto en Colombia ha afectado las decisiones en términos de mercado laboral de las personas. La estrategia de identificación internaliza los reconocidos problemas de endogeneidad del conflicto con variables de actividad y desarrollo económico y presenta resultados robustos a fenómenos de migración interna y desplazamiento. En términos de participación laboral y desempleo, se encuentran efectos heterogéneos a nivel de género como respuestas a la violencia experimentada. En particular, la probabilidad de participación laboral de las mujeres se incremente como consecuencia de la exposición al conflicto, mientras que la de desempleo disminuye. Para los hombres, los resultados muestran una menor probabilidad de participación, efecto contrario al de las mujeres, y un efecto análogo en términos de desempleo. La investigación no encuentra efectos diferenciales en términos de informalidad laboral.

Remembrance of things past? Change, development and paternalism

As part of a retrospective study of effects of organizational change on interpersonal relations, this paper discusses change talk among Australian employees of an American multinational manufacturing enterprise. Interviewees tended to feel pushed into change, discussing its effects in terms of the difficulties of adolescence and earlier experiences of sudden independence. Over time, what had been a simple and firm us and them division in intergroup relations between management and unions/workers had become more fluid and subtle, and perhaps more mature. Interview data are interpreted and then re-interpreted in terms of theories of team development, nostalgia, and paternalism. It is argued that each interpretation makes differing, but complementary, assumptions about the nature of time. If developmental, progressive assumptions of organizational change are relaxed, further attention can be given to theorizing and researching subtleties in talk of the past.

A diferença de género na resolução de conflitos existentes entre os militares da Força Aérea

O conflito, quando abordado de forma construtiva, pode criar oportunidades e crescimento, mas se abordado de forma incorreta pode gerar estagnação. É por isso que uma gestão eficaz e salutar dos conflitos é fundamental para otimizar as suas consequências e transformá-las em mais valias de forma a que impulsione a mudança. A entrada das mulheres nas Forças Armadas fez ressaltar a importância da discussão da diferença do género na resolução dos conflitos interpessoais. No nosso trabalho de investigação analisamos, através de um estudo quantitativo, uma amostra de 421 militares (110 mulheres e 311 homens) no sentido de aferir quais os comportamentos mais frequentes no local de trabalho relativamente a uma situação de conflito interpessoal e se existem diferenças entre os géneros ao lidarem com o conflito. Para a recolha de dados foi utilizado o ROCI-II (Rahim Organizational Conflict Inventory-II). Os resultados obtidos indicam que em todos os tipos de relações interpessoais o estilo integração é o predominante independente do sexo. Da análise efetuada, dentro de cada estilo de Gestão de Conflito não se verificaram diferenças significativas em função do género exceto no estilo evitamento em que este é mais utilizado pelas mulheres em todas as relações interpessoais. Abstract: The conflict, when approached constructively, can create opportunities and growth; but if approached incorrectly it can lead to stagnation. Therefore, an effective and constructive management is essential to optimize its consequences and turn them into capital gains that drive the change. The entry of women in the military did emphasize the importance of the discussion about gender difference in solving interpersonal conflicts. In our research work we analyze, through a quantitative study, a sample of 421 military personnel (110 women and 311 men) in order to assess which are the most frequent types of behavior in the context of an interpersonal conflict in the workplace and if there are differences between genders in dealing with conflict. For data collection ROCI-II (Rahim Organizational Conflict Inventory-II) was used. The results obtained indicate that in all types of interpersonal relationships the integration style is predominant regardless of sex. From the analysis conducted, inside each style of Conflict Management there are no significant differences based on gender, except regarding the avoidance style, which is more used by women in all interpersonal relationships.

Inter-organizational co-operation, conflict and change

Relationships between organizations can be characterized by cooperation, conflict, and change. In this dissertation we study cooperation between organizations by investigating how norms in relationships can enhance innovativeness and subsequently impact relationship performance. We do so by incorporating both beneficial aspects of long term relationships as well as “dark side” factors that may decrease innovativeness. This provides a balanced assessment of the factors increasing and decreasing the performance of relationships. Next, we study conflict between organizations by taking a network view on conflict which helps explain why organizations react to conflict. We find stakeholders to have an effect on channel conflict responsiveness. Finally we study change by means of an organization’s ability to successfully add an Internet channel to their distribution system in order to sell its products or services directly to the end-user. We find that an Internet channel is best implemented by organizations that are flexible and we identify several circumstances under which this flexibility is highest.

Conflict resolution strategies : influence of organizational and professional commitment nurses

Introduction: The changes in the health area and the set of structural changes in the nursing profession and career interfere in the dynamics and stability of the future of the nurses. Objectives: To study the influence of organizational and professional commitment of the nurses in the strategies of conflict resolution. Methods: This is a quantitative, transversal and non-experimental research, following a descriptive-correlational way. Data were obtained by applying a questionnaire to nurses that work on different types of Primary Health Care Units. As measuring instruments we used three scales that grouped a total of nine subscales used to evaluate: the organizational commitment, the professional commitment and the strategies of conflict resolution. Results: The majority of nurses present moderate scores of organizational and Professional commitment with higher affective commitment to the normative commitment or instrumental commitment and feel that nursing is an interesting and challenging profession, but personal and social perception of nursing relevance is moderately weak. Nurses adopt the domination conflict resolution strategies and accommodation over the head and less integrative strategies and commitment. With subordinates more nurses adopt the avoidance strategy. When the conflictual situation arises with colleagues more endow the integrative strategies and commitment and less domination strategy. The organizational and professional commitment is significantly associated with some solving strategies conflict adopted by nurses as the conflictual situation arises with the boss, with subordinates or colleagues. Some dimensions of organizational commitment and professional foretell to significantly shape the adoption of conflict resolution strategy adopted.