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Conflict in strategic decision making: do the setting and environment matter?

Said Elbanna (Faculty of Business & Economics, UAE University, Al Ain, United Arab Emirates)
Abbas J. Ali (Eberly College of business and Information Technology, Indiana University of Pennsylvania, Indiana, Pennsylvania, USA)
Mumin Dayan (Faculty of Business & Economics, UAE University, Al Ain, United Arab Emirates)

International Journal of Conflict Management

ISSN: 1044-4068

Article publication date: 5 July 2011




There are two goals of this study. First, it seeks to offer a cultural perspective with regard to the aspects of conflict in strategic decision making in Egypt. Second, it aims to examine the impact of conflict on decision effectiveness, taking into account the moderating effect of environmental uncertainty and environmental munificence.


The study is a multi method one in which both semi‐structured interviews and survey questionnaires were utilized. In total, 36 semi‐structured interviews were conducted and 135 usable questionnaires were collected from manufacturing firms. Various statistical techniques were used to validate the instrument and analyze the data.


This article offers new insights into the perception of conflict in Egypt. It also corroborates prior research in that conflict was found to significantly influence decision outcomes and strategic decision‐making process matters.

Practical implications

Both task and affective conflicts are treated in the context of their cultural and economic underpinnings and thus enable managers and researchers to have realistic views on the nature and impact of conflict in strategic decision making.


This article is designed to address a management concept which may be perceived differently across cultures – conflict. It also contributes to fill a gap in the strategic management literature by examining the perception of conflict and its impact on decision effectiveness considering the effects of setting and environment.



Elbanna, S., Ali, A.J. and Dayan, M. (2011), "Conflict in strategic decision making: do the setting and environment matter?", International Journal of Conflict Management, Vol. 22 No. 3, pp. 278-299.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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