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Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts, 2nd Edition
Type: Book
ISBN: 978-1-83753-438-8

Book part
Publication date: 2 December 2019

Frank Fitzpatrick

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

Article
Publication date: 22 November 2023

Fatima Vapiwala and Deepika Pandita

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication

Abstract

Purpose

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies.

Design/methodology/approach

This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0.

Findings

Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them.

Research limitations/implications

Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts.

Practical implications

Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace.

Originality/value

This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 6 September 2023

Steve Winer, Leslie Ramos Salazar, Amy M. Anderson and Mike Busch

The purpose of this study is to extend Bippus and Young’s (2005) study and examine the effectiveness of the “I-you,” “I,” “You,” “We,” “But” and Question-based “Why” statements…

Abstract

Purpose

The purpose of this study is to extend Bippus and Young’s (2005) study and examine the effectiveness of the “I-you,” “I,” “You,” “We,” “But” and Question-based “Why” statements from Winer’s (2021) verbal coding program of conflict management using Bandura’s (1977) social learning theory (SLT).

Design/methodology/approach

Mixed methods were used using 175 university students from Texas and New York. A cross-sectional convenience sampling approach was conducted. Survey data was collected using Qualtrics.

Findings

Descriptive results demonstrated that the “We” statement was the most passive, the “I-you” statement was the most assertive and the “But,” “I,” “You” and Question statements were perceived to be aggressive. In addition, assertive “I-You” statements were perceived to be more effective in resolving the conflict and maintaining a relationship, whereas aggressive statements were less likely to resolve the conflict and maintain the relationship. Qualitative themes also support the “I-You” statement as the most assertive, while the “But,” “You” and “I” statements were found to be the most aggressive statements.

Practical implications

Implications and applications are discussed to stimulate future research among researchers and practitioners when addressing conflict. Being aware of the verbal statements that de-escalate conflict may be helpful in solving conflict in interpersonal, family and professional relationships. Future trainings can adopt effective verbal statements to resolve conflict when experiencing anger issues. Future research can continue to investigate verbal communication statements using SLT to help practitioners and managers address conflict in interpersonal relationships.

Originality/value

This study examines verbal statements in relation to communication styles and conflict management.

Details

International Journal of Conflict Management, vol. 35 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 19 June 2023

William A. Donohue, Deborah A. Cai, Edward L. Fink and Etebong Attah Umana

Given the growing relationship between Nigeria and the USA, the purpose of this study is to compare conflict communication of Nigerians and Americans.

Abstract

Purpose

Given the growing relationship between Nigeria and the USA, the purpose of this study is to compare conflict communication of Nigerians and Americans.

Design/methodology/approach

A total of 186 Nigerians and 214 Americans completed an online survey of Hammer’s (2005) Intercultural Conflict Style Inventory as well as items about the effect of conflict on team collaboration.

Findings

Contrary to expectations, Nigerians reported using more direct, whereas Americans reported using more indirect, communication when confronting conflict despite the stereotype that Americans are typically direct or more likely to say what is on their minds. However, consistent with expectations, Nigerians reported exercising more emotional restraint, whereas Americans favored the use of emotional expressiveness in conflict.

Originality/value

Overall, Nigerians were more concerned than Americans about the negative effect of conflict on team collaboration in the workplace. This concern was associated with the use of directness, indirectness and emotional restraint. Further, an exploratory structural equation model showed that the use of emotional expression was affected, in different ways, by several aspects of work and communication. Implications of these results are discussed along with directions for future research.

Details

International Journal of Conflict Management, vol. 34 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 20 July 2022

Hyelim Lee, Xiaochen Angela Zhang, Yoon Hi Sung, Sihyeok Lee and Jeong-Nam Kim

This research aims to examine how two management strategies (symmetrical communication and inclusive management) work in handling workplace conflicts (interpersonal/organizational…

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Abstract

Purpose

This research aims to examine how two management strategies (symmetrical communication and inclusive management) work in handling workplace conflicts (interpersonal/organizational levels), especially with regard to employee advocacy and job turnover intentions.

Design/methodology/approach

A total of three employee survey datasets were used to test hypotheses and research questions. Two secondary datasets were obtained in South Korea (N = 600 and N = 285), and one dataset was collected in the USA (N = 381). A series of hierarchical multiple regressions were performed for each dataset.

Findings

All three studies showed that interpersonal workplace conflict increased not only job turnover but also advocacy. In addition, in South Korean employees, both symmetrical communication and inclusive management increased employee advocacy and decreased job turnover intentions. However, in the US data, only symmetrical communication had such effects, enhancing employee advocacy and lowering job turnover intentions.

Originality/value

The study provides insights for practitioners into how to handle workplace conflicts from the perspective of communication (symmetrical communication) and/or behavioral strategies (inclusive management). Also, as an index to examine the effectiveness of management strategies, this study suggests advocacy behavior of employees given its effect of “rallying the troops.”

Details

Journal of Communication Management, vol. 26 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 19 October 2022

Sara Willox, Jennifer Morin and Sandra Avila

Team-based projects are being used at work in various industries and in education. This paper aims to share a training strategy that integrates training with casual games to…

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Abstract

Purpose

Team-based projects are being used at work in various industries and in education. This paper aims to share a training strategy that integrates training with casual games to effectively prepare individuals to perform better in team-based settings due to their acquisition of team skills combined with their knowledge of tools including a team charter, communication plan and conflict resolution plan.

Design/methodology/approach

A training module was developed, deployed and tested in a virtual classroom of an upper-level undergraduate business class to emulate real-world team experiences. In the study, 342 of the 631 participants enrolled chose to complete the optional training module, which included pre- and posttests followed by a perception survey. A quasi-experimental design was used to evaluate the impact of the training upon team skills including communication, conflict resolution and feelings of belonging.

Findings

The pre- and posttest results for trainees indicated a significant increase in team process and development knowledge, which included concepts such as communication, conflict resolution methods, roles, goal-setting and expectation-setting. Survey results indicated a correlation between completing the team training module and improved communication within teams, particularly for teams developing a communication plan in addition to a team charter and conflict resolution strategies.

Originality/value

This research contributes to the literature on preparing individuals for success in teams through training and education using interactive games, while equipping them with tools to contribute to favorable team dynamics and outcomes. The results are applicable to business, organizations and training settings that incorporate team-based projects in online, hybrid and face-to-face settings.

Details

Team Performance Management: An International Journal, vol. 29 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 March 2003

Donald G. Ellis and Ifat Maoz

This paper describes a communication and cultural code approach to ethnonational conflicts. More specifically, it describes theory and research emerging from transformative…

1024

Abstract

This paper describes a communication and cultural code approach to ethnonational conflicts. More specifically, it describes theory and research emerging from transformative communication events aimed at building constructive relationships betwetact necessitated by conflict. These are dialogue groups organized according to principles established by Allport's (1954) contact hypothesis including sustained contact, cooperative interdependence, and norms of equality. Secondly, we state the assumptions of an interactional approach to conflict, which assumes that conflict is, by definition, interactive making communication impossible to avoid. These assumptions also include an emphasis on the relational aspects of communication, and the fact that interaction sequences become patterned over time and become constitutive of the defining characteristics of the conflict. Moreover, the participants are influenced by communication codes, which are culturally based orientations to producing and interpreting interactions. These codes are grounded in the work of Katriel (1986), Carbaugh (1990), Ellis (1994, 1999) and Philipsen (1997) and have implications for the meaning potential of individuals in conflict situations. Finally, we explicate these issues by describing research that is representative of this communication approach to conflict. This research conceptualizes reconciliation‐aimed contacts and demonstrates how communication codes are modified by situational constraints.

Details

International Journal of Conflict Management, vol. 14 no. 3/4
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 February 2002

Oluremi B. Ayoko, Charmine E.J. Härtel and Victor J. Callan

This study presents an investigation of the communicative behaviors and strategies employed in the stimulation and management of productive and destructive conflict in culturally…

3643

Abstract

This study presents an investigation of the communicative behaviors and strategies employed in the stimulation and management of productive and destructive conflict in culturally heterogeneous workgroups. Using communication accommodation theory (CAT), we argue that the type and course of conflict in culturally heterogeneous workgroups is impacted by the communicative behaviors and strategies employed by group members during interactions. Analysis of data from participant observations, non‐participant observations, semi‐structured interviews, and self‐report questionnaires support CAT‐based predictions and provide fresh insights into the triggers and management strategies associated with conflict in culturally heterogeneous workgroups. In particular, results indicated that the more groups used discourse management strategies, the more they experienced productive conflict. In addition, the use of explanation and checking of own and others' understanding was a major feature of productive conflict, while speech interruptions emerged as a strategy leading to potential destructive conflict. Groups where leaders emerged and assisted in reversing communication breakdowns were better able to manage their discourse, and achieved consensus on task processes. Contributions to the understanding of the triggers and the management of productive conflict in culturally heterogeneous workgroups are discussed.

Details

International Journal of Conflict Management, vol. 13 no. 2
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 1 January 2004

Frances P. Brew, David and R. Cairns

Ting‐Toomey's (1988) face‐negotiation theory of conflict predicts that choice of conflict style is closely associated with face‐negotiation needs, which vary across cultures. This…

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Abstract

Ting‐Toomey's (1988) face‐negotiation theory of conflict predicts that choice of conflict style is closely associated with face‐negotiation needs, which vary across cultures. This study investigated this prediction in a workplace setting involving status and face‐concern with a sample of 163 Anglo‐Australian and 133 Chinese university students who were working full or part‐time. The association of type of communication (direct or cautious) according to type of face‐threat (self or other) and work status (subordinate, co‐worker or superior) with preferences for three conflict management styles (control, solution‐oriented, non‐confrontational) was examined for the two cultural groups. The results showed that: (1) as predicted by the individualist‐collectivist dimension, Anglo respondents rated assertive conflict styles higher and the non‐confrontational style lower than their Chinese counterparts; (2) overall, both Anglo and Chinese respondents preferred more direct communication strategies when self‐face was threatened compared with other‐face threat; (3) status moderated responses to self and other‐face threat for both Anglos and Chinese; (4) face‐threat was related to assertive and diplomatic conflict styles for Anglos and passive and solution‐oriented styles for Chinese. Support was shown for Ting‐Toomey's theory; however the results indicated that, in applied settings, simple predictions based on only cultural dichotomies might have reduced power due to workplace role perceptions having some influence. The findings were discussed in relation to areas of convergence and the two cultural groups; widening the definition of “face”; and providing a more flexible model of conflict management incorporating both Eastern and Western perspectives.

Details

International Journal of Conflict Management, vol. 15 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

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