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This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context.

This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.>

According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model.

This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.

This study aims to understand how cultural variables – collectivism and face concerns – influence perceived and ideal organizational conflict cultures in two multicultural societies.

Individuals studying in Singapore (N = 162) and the USA (N = 216) completed an online survey. Hierarchical regression analyses tested the hypotheses.

Regardless of cultural background, individuals prefer agreeable conflict cultures, with over 95% scoring above the scale mid-point. Ideal passiveness varied; highly collective and mutual face concerned individuals were more likely to idealize active conflict cultures. Collectivism overall was associated with perceiving and idealizing active and agreeable conflict cultures, though some relationships were only significant for one sample. Self-face concerned individuals were more likely to perceive passive conflict cultures.

Culture influences organizational conflict cultures, but not necessarily in stereotypical ways. Despite cultural and geographical differences, the data provide evidence for a universal preference for agreeable conflict cultures. This finding is encouraging, given the increase in workplace diversity and desire to be responsive to needs of equity and inclusion. Therefore, leaders and managers should strive to establish agreeable conflict norms, even in the most culturally diverse organizations. The young, college student sample may not represent all working people, although the authors only recruited students with jobs who worked 28 h per week on average.

This research demonstrates the value of considering multiple levels of influence on conflict, advances the theory and measurement of organizational conflict cultures and identifies powerful similarities among diverse employees.

Based on the collectivism‐individualism structure, the present study compared organizational conflict management behaviors between Korea (a collectivistic culture) and the U.S. (an individualistic culture). Employing a three‐way factorial design (Culture type x Relational distance x Power relationship), the present study registered robust effects of culture type in determining one's organizational conflict management behaviors. Specifically, Koreans are found to be extensive users of solution‐orientation strategies, while Americans prefer to use either non‐confrontation or control strategies in dealing with organizational conflicts. Moreover, the data also indicated that Koreans are more sensitive in exercising power when facing conflicts with subordinates in the organization. On the other hand, the effect of relational distance (ingroup vs. outgroup) in determining one's choice of organizational conflict management styles is found to be minimal. Implications of present findings for future intercultural communication research are also discussed.

The purpose of this paper is to propose a research agenda for studying Chinese culture and conflict.

Publications on Chinese culture and conflict are searched and reviewed to identify conceptualizations of Chinese culture and key findings on conflict.

A review of the scholarly literature on Chinese culture and conflict suggests that Chinese culture has been mainly conceptualized as Confucianism and collectivism. Inadequacies of such conceptualizations and their negative effects on empirical research on Chinese culture and management and organization in China have been addressed.

Limitations were not being able to get an exhaustive list of research publications on Chinese culture and conflict.

The paper helps to reduce stereotypes about Chinese conflict management stemmed from previous research

On the basis of recognizing the importance of past research, new directions for researching Chinese culture and conflict that constitute a new research agenda have been proposed.

The purpose of this paper is twofold: first, to examine the components of a gang culture in conflict with society, and second, to explore how gangs, the community, and law enforcers externalize the gang problem from the vantage point of worldview and worldmaking.

The researcher gathered news articles from the Nexus-Lexis research database system within a one-year period (from February 2012 to February 2013). The data was randomly selected and representative of newspapers published throughout the USA. The news articles were coded based upon the aspects of culture (lens of perception, motives for human behaviors, criteria for evaluation, basis of identification, means for communication, justification for social stratification, and mode for production and consumption). A thematic analysis was also conducted to determine: the aspects of gang culture in conflicts with society; and how the gangs, the community, and the law enforcements externalize the gang conflict.

Results suggest that gang violence is largely due to issues of identity, values, and gang cohesiveness rather than the result of the pathologically based environmental conditions. Criteria for evaluation and issue of identity constituted 66 percent of the violent conflict with society. In the context of worldviews and worldmaking, gang members and law enforcement personnel are more likely to adopt a rigid, win-lose framework while members of the community are more likely to prescribe to a flexible and holistic perspective toward the gang problem. In sum, gang violence is not necessarily a deviant or antisocial act; rather, it is a result of the conflicting narratives between the gang cultures and the culture-at-large.

In dissecting gang behavior from a cultural perspective, it is easy to categorize gangs as a collective subculture. However, gang members may not view themselves as a subculture nor consider themselves as belonging to a subculture community.

By examining the function of culture – in this case, the gang culture – as it conflicts with society at large, one may better able to develop an action plan that emphasize identities, cultures, and values rather than crime and punishment. Also, it may help shed light on how the various stakeholders (i.e. the gangs, law enforcements, and the community) perceive the conflict, which may assist researcher to develop a comprehensive and holistic approach toward intervention. Finally, implementing a culturally based gang violence intervention may reduce cost.

This research is unique in that it analyzes the function of gang violence in relation to the society-at-large. Also, the research addresses the issue as to how the various stakeholders interpret the “gang problem.” Finally, this research is innovative in that it employs news articles as units of analysis rather than the traditional qualitative interviews or quantitative surveys.

This study aims to review three recognized culture types: bureaucracy, supportive, and innovative, then to develop a model describing how intra‐organizational conflict mediates the relationship between these cultures and market orientation.

Using survey data from over 200 corporate managers, a model of the mediating effect of conflict was examined. First, the model was tested using structural equation modeling, and then a series of linear regressions was used to confirm mediation.

The study found that conflict mediated the relationship between culture and market orientation. The findings also suggested that conflict was positively associated with bureaucratic organizations and negatively associated with innovative and supportive organizations.

The results point out potential pitfalls that some organizations may encounter in maintaining market orientation or in trying to become market‐oriented. The results suggested that innovative and supportive organizations were less likely to experience dysfunctional conflict, and thereby would be better able to maintain market orientation.

The study offers a model that extended previous research on the relationship between organizational culture and market orientation by examining the mediating role of conflict. By including conflict, the study offers insight into the importance of the interaction of culture, conflict and market orientation.

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.

Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.

These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.

This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.

A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.

The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.

The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

The purpose of this paper is to discuss cultural causes of conflict in the workplace and call for research to address what happens when cultures collide generating workplace conflict. The author assumes that because cultures differ in terms of functional solutions to problems of social interaction that there will be conflict when people from different cultures are interdependent in the workplace. The author discusses types of culture and their conflict management profiles with respect to three characteristics of conflict management: direct vs indirect confrontation; emotional expression, and third party conflict management. The author proposes what happens when cultures collide and calls for research on those collisions.

Application of the cultural literature on self-worth to three elements of workplace conflict: direct vs indirect confrontation of conflict, feelings and expressions of negative emotions associated with conflict and timing and type of third party intervention.

When people from dignity, face, and honor cultures are working together the fundamental differences in the logic of self-worth in these three types of culture may cause conflict. People from dignity and honor cultures are likely to confront conflict directly, while those from face cultures are more likely to confront conflict indirectly. Workplace conflict generates negative emotions, but culture seems to affect whether that emotion is anger, shame or both. The timing of third party intervention into workplace conflict, that is, how managers intervene in workplace conflict has some parallels with how community mediators act in that culture.

There is limited research comparing management of workplace conflict in dignity, face, and honor cultures. The author generates propositions and suggests a research strategy for collecting data to test propositions.

Understanding what is culturally normative in terms of self-worth, confrontation, emotional expression, and managerial intervention can help people involved in workplace conflict understand what they are experiencing. It can also help managers intervene effectively.

How people react to workplace conflict varies with culture as does how managers intervene. Knowing this provides people with the first element of cultural intelligence that may help them manage conflict to facilitate a more creative and effective multicultural work environment.

This paper integrates theory and research from cross-cultural psychology, the psychology of emotion and the literature on third party intervention into community conflict to explain the patterns of cultural conflict and conflict management in the workplace. It also suggests what it may take to manage cultural conflict in the workplace successfully.

The objective of this study was to test Ting‐Toomey's (1988a) theory on conflict face‐negotiation. More specifically, the study examined the relationship between face maintenance dimensions and conflict styles in Japan, China, South Korea, Taiwan, and the United States. The results were summarized as follows: (1) Cultural variability of individualism‐collectivism influences two face maintenance dimensions—self‐face concern and other‐face concern; (2) Cultural variability influences conflict styles, with U.S. members using a higher degree of dominating conflict style than their Japanese and Korean cohorts, and the Chinese and Taiwanese members using a higher degree of obliging and avoiding conflict management styles than their U.S. counterparts; (3) Overall, face maintenance dimensions served as better predictors to conflict styles rather than conflict styles to face dimensions; (4) Self‐face maintenance was associated strongly with dominating conflict style, and other‐face maintenance was associated strongly with avoiding, integrating, and compromising styles of conflict management. Directions for future testing of the conflict face‐negotiation theory were proffered.

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Structural equation modeling was employed to test the theoretical model.

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.