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In this chapter, we develop a conceptual framework on how cultural value can be lost in conflict and created by the arts, artists and arts organisations again and how the arts may also help victims of conflict. We explore examples of the different ways that the effects of cultural engagement are manifested and articulated in the depiction of armed conflict, especially looking at the civil war in Syria (2011–present as of 2020) and discuss three stages in the life-cycle of cultural value. Our conceptual framework of cultural value in the depiction of armed conflict is based on the multifaceted private, public, intrinsic and instrumental benefits of the arts as well as the cultural value created by arts, artists and arts organisations. We discuss universal value at the first stage of a potential loss of cultural value. The second stage addresses the politics of aesthetic value, as the cultural value created by artists and artistic activities which may evolve during armed conflict with examples of two international war artists, John Keane and Ben Quilty. Finally, we review social value as the impact of the cultural value created in overcoming armed conflict as well as restoring and transforming impaired individuals, communities and societies. Within this context, we reinforce the notion of cultural value as an alternative framework for understanding the value constructs surrounding the creation of art in this chapter.

This paper examines the role of cultural values measured as collectivism, face-saving, and conflict-avoidance, in predicting employee voice behavior. Using data (n = 198) collected from automotive-industry employees in the United States (US) and Korea, several interesting findings emerged. First, and most notably, for a “leaver” who chooses the exit option, culture does not matter, such that none of the three cultural values have a significant association with the exit option across countries. Second, for a “stayer,” who chooses the voice, loyalty, or neglect option, culture does matter in that cultural-specific values, such as collectivism, face-saving, and conflict-avoidance were found to affect employees nonexit options in the Korean sample, but not in the U.S. sample. The results of this study suggest that these three cultural values guide and predict employee voice behavior. Additionally, the results of this study confirm that job alternatives are a significant predictor of the exit option across cultures. This study therefore presents strong empirical evidence of the effect of culture on employee voice behavior and increases our understanding of employee voice behavior across cultures.

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

Cultural, social, and psychological perspectives on mergers assume conflict to be an important mediator of post-merger outcomes. Yet, despite a growing literature on the human side of mergers, conflict in mergers remains poorly understood.

Based on the disputing perspective and negotiated order theory, a contextual and dynamic approach is presented along with propositions to guide future empirical research in the form of a process model of post-merger order negotiation.

When negotiating the post-merger order, different issues emerge that are embedded in the broader context of the merger.

Adopting this theoretical framework allows us to understand the intergroup dynamics and antagonistic behavior observed in mergers.

This chapter focuses on transforming cross-cultural conflict and misunderstanding into a learning opportunity, using a case study to illustrate an approach that has proven effective in tens of thousands of conflicts. This approach surfaces cultural values and approaches to work, toward improving intercultural management practices. It also supports employees to resolve their issues themselves, toward more sustainable solutions.

This chapter introduces the tourism–disaster–conflict nexus through a comprehensive review of the contemporary social science literature. After reviewing conceptual definitions of tourism, disaster and conflict, the chapter explores various axes that link through this nexus. The linkages between tourism and disaster include tourism as a trigger or amplifier of disasters, the impacts of disasters on the tourism industry, tourism as a driver of disaster recovery and disaster risk reduction strategies in the tourism sector. Linkages between tourism and conflict include the idea that tourism can be a force for peace and stability, the niche status of danger zone or dark heritage tourism, the concept of phoenix tourism in post-conflict destination rebranding, tourism and cultural conflicts, and tourism’s conflicts over land and resources. Linkages between disaster and conflict include disasters as triggers or intensifiers of civil conflict, disaster diplomacy and conflict resolution, disaster capitalism, and gender-based violence and intra-household conflict in the wake of disasters. These are some of the conversations that organise this volume, and this introductory chapter ends with a summary of the chapters that follow.

This chapter introduces a new tool, termed the Communication Agreement, for enhancing communication in the library workplace. The chapter defines the communication agreement, provides discussion questions for forming a communication agreement, provides examples of how communication agreements are beneficial to a diverse library workforce, and provides strategies to informally assess communication agreements’ effectiveness. Communication problems in diverse library workplaces can lead to, or exacerbate, conflict between employees. Generational, cross-cultural, gender, and other differences can lead to misunderstandings and conflict between employees. The communication agreement provides library managers with a tool to bridge differences in communication styles between employees, enable employees to engage in more effective communication, assist employees in developing better understandings and respect for colleagues of different backgrounds, and raise employees’ emotional intelligences. Numerous resources and publications provide generalized approaches to communicating with others in a heterogeneous workplace or team, but the communication agreement provides a new approach for developing effective communication between people in a diverse library workplace. The chapter lays out informal assessment strategies for the communication agreement, but formal assessment methods and metrics still need to be developed.

Digitalization has become more central in organizations than ever before. Traditionally, organizations were places where employees spent most of their time. With digital organizations, working life has become flexible in terms of time and space, and the way of doing work has changed radically. While it has become difficult for employees to keep up with technological change and transformation, various digital conflicts related to technology have emerged within the organizations. This chapter deals with digital conflicts that occur in digital organizations. Digital conflicts could affect both the efficiency of organizations and the attitudes and perceptions of employees toward the organization. However, studies on the understanding of digital conflict management in digital organizations are quite limited. In this chapter, therefore, the causes and organizational consequences of digital conflicts in terms of organizational behavior are reviewed. The study indicates that digitalization, which is expected to increase workplace effectiveness and efficiency, could lead to destructive conflicts if not managed well, reducing socialization and job satisfaction of employees. The study also has shown that a well-managed digitalization process could increase efficiency and productivity for digital organizations and could increase job satisfaction by providing flexibility to employees. The chapter ends with suggestions for digital organizations to manage digital conflict management successfully.