Business values, management and conflict handling: issues in contemporary Singapore

Abstract

Outlines the conflict‐handling style of a representative sample of 303 Singaporeans. Using the Thomas‐Kilmann conflict mode instrument, investigates some interesting gender, age, role and occupational differences in conflict‐handling style. Suggests that, while Western thought and practice emphasize collaboration in resolving conflict in organizations, the cultural value systems of different Asian cultures emphasize unassertiveness. Suggests that the issue may be about the conflict between traditionalism and modernism, and that economic development brings with it an inevitable change in the psychological practice of capitalism.

Conflict handling, trust and commitment in outsourcing relationship: A Chinese and Indian study

“…Cornelius and Faire (1989) and McKenna and Richardson (1995) identify five possible reactions to circumstances of conflict namely, win/win, win/ lose, compromise, suppression, and withdrawal. Thomas and Kilmann (1974) provide a well known approach to understanding the different ways people deal with conflict.…”

Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

“…In general, individuals' reactions to conflict differ considerably (Bennet & Savani, 2004;Jehn & Chatman, 2000). Bennet and Savani (2004) reported that individuals may react to conflict with sulkiness, resentfulness or withdrawal, while others may retort to compromise and accommodation (McKenna & Richardson, 1995). It is important to note that the differing perceptions of conflict by team members may explain the varying reactions difference in perception (Ayoko & Callan, 2010) and this may trigger a negative influence on the team's performance.…”

The Impact of Ethnic Background and Demographics on Conflict Management Styles’ Preferences: A Study of Six Sub-Cultures of Pakistan

“…Demographics influence conflict management style preferences (Vokić & Sontor, 2010) such as age (Mckenna & Richardson, 1995;Ceitin & Hacifazlioglu, 2004), education (Pinto & Ferrer, 2002), gender (Brahnam, Margavio, Hignite, Barrier, & Chin, 2005;Havenga, 2006), ethnic background (Kozan, 2002;Cai & Fink, 2002), and organization's type (Havenga, 2006). Therefore, aims of this research are to study (i) conflict management styles preferences, (ii) impact of ethnic background along with other demographics on these preferences, (iii) group differences regarding CMS preferences, and (iv) the valid predictors of these preferences in Pakistani working place.…”

“…the impact of ethnic background (sub-culture) and other demographics (age, gender, education etc.) on conflict management styles' preferences (Gunkel et al, 2016;Rosenthal & Hautaluoma, 1988;McKenna & Richardson, 1995;Sorenson, Hawkins, & Sorenson, 1995;Brewer, Mitchell, & Weber, 2002;Pinto & Ferrer, 2002;Cetin & Hacifazlioglu, 2004;Brahnam et al, 2005;Chan, Monroe, Ng, & Tan, 2006;Havenga, 2006;Lee Agee & Kabasakal, 1993;McKenna, 1995;McKenna & Richardson, 1995;Elsayed-Ekhouly & Buda, 1996;Morris et al, 1998;Kozan, 2002;Vokić & Sontor, 2010). Results of the study substantiates the stance taken by Vas Taras and his colleagues (see e.g., Taras et al, 2016;Taras, Steel, & Kirkman, 2011;Taras, Steel, & Kirkman, 2010) about the culture.…”

“…All humans face conflict and consequently develop a specific way to manage it through different styles (Rahim, 2015). Different people have different preferences for these styles based on their personality (Ul-Haque, 2004), cultural values (Cai & Fink, 2002), age (Mckenna & Richardson, 1995;Cetin & Hacifazlioglu, 2004), education (Pinto & Ferrer, 2002), gender (Brahman, Margavio, Hignite, Barrier, & Chin, 2005;Havenga, 2006), ethnic background (Kozan, 2002;Cai & Fink, 2002), organization's type (Havenga, 2006) and other demographics (Vokić & Sontor, 2010). Similarly, Taras, Steel, and Kirkman (2016), Gunkel, Schlaegel, and Taras (2016), Abbasi and Ghziyani (2015), and Steel and Taras (2010) argued that aggregate national culture shall not be considered while studying organizational phenomena.…”