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Explaining Incivility in the Workplace: The Effects of Personality and CultureWu LiuHong Kong Polytechnic University; Vanderbilt University - Owen Graduate School of Management Shu-Cheng ChiNational Taiwan University - Department of Business Administration Ray FriedmanVanderbilt University - Organizational Behavior Ming-Hong TsaiNational Taiwan University - Department of Business Administration June 6, 2012 Negotiation and Conflict Management Research, 2009, Vol. 2, No. 2, Pgs. 164-184 Abstract: This study examines individual and cultural antecedents of incivility in the workplace, using a sample of MBAs and EMBAs from Taiwan and the United States. We predicted that individual achievement orientation would enhance incivility, based on Dollard’s frustration aggression hypothesis, and that those who were higher in direct conflict self-efficacy (i.e., beliefs in one’s skills in managing direct conflict) would be higher in incivility. These predictions were supported. We also predicted, and found, that collectivism orientation constrains these main effects, so that for those high in collectivism, the impact of achievement orientation and direct conflict self-efficacy is weak or nonexistent. Implications for conflict management are discussed.
Number of Pages in PDF File: 21 Keywords: incivility, aggression, achievement orientation Accepted Paper SeriesDate posted: June 6, 2012Suggested CitationContact Information
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