Adaption of conflict management styles during the encounter of cultures

Abstract

This article reports on our case study of cross-cultural conflict management styles (CMS). We analysed the dynamics of various CMS applied by Russian and Western European members of an intercultural collaborative project and analysed how their CMS were affected by the frequency of communication. Our survey of project members revealed that Western Europeans and Russians differ significantly in their early applications of CMS but that high communication frequency stimulates adaptations in the CMS of all project members, regardless of culture, leading to a confluence of their conflict behaviour style towards each other. Future studies should test this study's research designs and hypotheses in larger samples to see whether sample size affects applications and adaptations of CMS. Results of the current study imply that managers of intercultural collaboration projects should proactively address conflict management styles, implementing constructive conflict behaviour techniques into trainings for members of intercultural collaboration projects.

A globális versenyképesség és a kulturális heterogenitás kapcsolata

“…A termelési függvényben is megjelenik a heterogenitás hatása: a nagyobb változatosság a készségek és képességek sokfélesége révén növelheti a termelékenységet, de negatívan is befolyásolhatja a kibocsátást, ha a heterogenitás az együttműködést akadályozza (Alesina, La Ferrara 2005). Számos kutatás vizsgálta vállalati szinten a humán erőforrás heterogenitásának lehetséges hatásait és ennek érvényesülését a makrogazdasági teljesítményre (Barnett, Kincaid 1983;Burger-Menzel, Syring 2013;Vollmer, Wolf 2015), hangsúlyozva a kreativitás jelentőségét (Florida 2005;Landry 2000;Ságvári, Dessewffy 2006).…”

When context trumps culture: Persuasion in international business disputes

“…Similarly, Putnam and Wilson (1982) argued that individual choices of communication strategy during a conflict are often influenced by situational constraints such as the status of the other, perceived attributions of the other, or external pressures such as time urgency. Another example is a study showing that participants from different cultures adopt similar conflict styles when dealing in an intensive communication context (Vollmer and Wolf, 2015).…”

“…A second category of intercultural communication research useful for the analysis of persuasion in international business is that which proposes that communication style (particularly conflict management style) is related to a variety of contexts (e.g. Brew and Cairns, 2003; Putnam and Wilson, 1982; Vollmer and Wolf, 2015).…”

Religious motivation, nepotism and conflict management in Jordan

“…The instrument was chosen as it has been widely validated in other cross-cultural studies (e.g. Kim et al, 2007;Komarraju et al, 2008;Oetzel et al, 2008;Vollmer and Wolf, 2015), particularly within the Middle-East (e.g., Al-Hamdan et al, 2011;Özkalp et al, 2009), and it has also been used to compare differences within the same country (e.g. Croucher et al, 2011).…”