A contingency perspective on the study of the consequences of conflict types: The role of organizational culture

Santos, José Manuel Guerra de los; Martínez, Inés; Munduate, Lourdes; Medina, Francisco J.

doi:10.1080/13594320444000245

Cited by 82 publications

(60 citation statements)

References 38 publications

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“…Individual initiative and autonomy are encouraged. External orientation and flexibility in this type of culture implicate the orientation towards innovations and include changes, innovations, information seeking, anticipation, openness, and experimenting [10]. The distribution of power in this type of culture is even and egalitarian, since the employees, who are the source of innovations and changes, should have power in order to create and implement them.…”

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

“…Stability, predictability and certainty of employment are highly valued. Internal and control orientation in this type of culture form orientation towards rules in which rationality, procedures, hierarchy, authority, and labor division are emphasized [10]. The attitude of the employees towards the company is transactional and rational, and not emotional.…”

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

“…Success is defined based on customer satisfaction and the very employees' satisfaction. Organization is oriented towards support and highly values teamwork, consensus and participation, care for people, and individual growth [10]. The importance of commitment is emphasized, and people are incited to express ideas.…”

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

“…Strong competition, both on the market and within the organization, is highly valued. The combination of external focus and control in this type of culture results in orientation of managers and employees towards the following goals: rationality, performance, accomplishments, responsibility, and performance based pay [10]. Market culture is based on a strict, short-term contractual relationship between an individual and the organization.…”

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

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Matching compensation system with the type of organizational culture

Janićijević¹

2013

Ekonomika preduzeca

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1The paper explores mutual impact and alignment of organizational culture and compensation system in a company. The starting assumption is that both impact the behavior and performance of employees and that their harmonization is very important for successful functioning of an organization. The mechanism by which the culture of an organization impacts the employees and managers' compensation system is described, but also vice versa, i.e. how the compensation system impacts the shaping of organizational culture. Starting from the classification of organization culture types known as Competing Values Framework, the compensation system characteristics that are compatible with certain types of organizational cultures are described in detail. It is shown how the purpose and aim of the compensation system, rewarding criterion, the role of the leader, portion of incentive payments, development and formalization of the performance appraisal system, selection of performance criteria and their nature, time horizon of performance appraisal, and development and importance of benefits differ in different types of organizational cultures.

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Section: Hierarchy Culture Market Culturementioning

confidence: 99%

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

Section: Hierarchy Culture Market Culturementioning

confidence: 99%

See 2 more Smart Citations

Matching compensation system with the type of organizational culture

Janićijević¹

2013

Ekonomika preduzeca

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“…Research examining task conflict has primarily focused on its negative impact on team performance (Jehn, Northcraft, & Neale, 1999;Lovelace, Shapiro, & Weingart, 2001;Pelled, Eisenhardt, Xin, 1999), job satisfaction (Guerra, Martinez, Munduate, & Medina, 2005), organizational commitment (Lankau, Ward, Amason, Ng, Sonnenfeld, & Agle, 2007;Jehn et al, 1999), and employee turnover intentions (Jehn et al, 1999). In addition, a meta-analysis conducted by De Dreu and Weingart (2003) supported these individual study's findings and reported that at the aggregate level task conflict has a negative relationship with both team satisfaction and performance.…”

Section: Literature Review Historical Overview: Incivility and Womentioning

confidence: 99%

The Moderating Role of Personality on Workplace Conflict and Outcomes

Wittgenstein¹

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Professor Valentina Bruk-Lee, Major ProfessorThe purpose of this study was twofold. The first was to further clarify and expand or understanding of the relationship between interpersonal conflict, incivility, and their roles as stressors in the stressor-strain relationship. The second goal was to examine how neuroticism, extraversion, agreeableness, conscientiousness, trait anger, and sphere specific locus of control moderate the stressor-strain relationship between task conflict, relationship conflict, incivility and workplace and health outcomes. The results suggest that extraversion, neuroticism, conscientiousness, agreeableness, trait anger, and locus of control play significant roles in how workplace aggression affects individuals. These findings suggest that occupations that experience a high level of workplace aggression should consider incorporating these personality traits into their selection system as a way of limiting or reducing the effects workplace aggression can have on individual health, wellbeing, and job outcomes.

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Overworked, friendless, and constrained, but also helpful: How workplace adversity prompts employees to use task conflict to suggest organizational improvements

Clercq

2021

Can J Adm Sci

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This article investigates the relationship between employees' task conflict and voice behaviour, as well as how this positive relationship might be invigorated by adverse work conditions. Using quantitative survey data, collected among employees in a large Canada-based organization, this research establishes a positive connection between employees' engagement in task conflict and the likelihood that they speak up about opportunities for organizational betterment, especially if those employees also experience excessive workloads, do not know their colleagues on a personal level, and believe that their organization resists change. These results offer novel insights for organizations: the usefulness of conflicting viewpoints for spurring proactive suggestions about how to improve the organizational status quo is particularly high in the presence of experienced workplace adversity.

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A contingency perspective on the study of the consequences of conflict types: The role of organizational culture

Cited by 82 publications

References 38 publications

Matching compensation system with the type of organizational culture

Matching compensation system with the type of organizational culture

The Moderating Role of Personality on Workplace Conflict and Outcomes

Overworked, friendless, and constrained, but also helpful: How workplace adversity prompts employees to use task conflict to suggest organizational improvements

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