Culture and Conflict Landscapes in Organizations
Posted: 27 Jun 2011
Date Written: 2011
This research will examine the relationship of cross-cultural differences in value orientations for power distribution and type and degree of interdependence on managing conflict at work. Based on previous theory and research (Coleman, Kugler, Mitchinson, Chung and Musallam, 2011), we propose that three fundamental aspects of social relations, relative distribution of power, type of interdependence and degree of interdependence, interact to situate parties psychologically in different regions of a conflict stimulus field (Kelley, 1997), and that these differences tend to afford distinct psychological orientations to conflict. There are three objectives of this study. First, we aim to explore cultural differences between the U.S. and South Korea in attractor landscape for conflict orientations. Second, we will examine if more adaptive orientations (flexible, non-chronic approaches) to conflict affect satisfaction with conflict processes at work. Lastly, we will examine cultural tightness-looseness (Gelfand, Nishii & Raver, 2006) to see if it predicts differences in in-group variance with both US and Korean samples. The theory, methods and results of the study will be presented at IACM.
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