International Journal of Conflict Management · 1996 · 125 citations · 19 references
ManagementOrganization StudiesOrganizational BehaviorConflict AnalysisCultureOrganizational CultureConflict CommunicationConflict ManagementCross-cultural Conflict ResolutionIntercultural ConflictOrganizational ConflictConflict Communication StylesConflict Management Across CulturesConflict Resolution StylesConflict Styles Across CulturesCultural Dimensions In ConflictCulture In ConflictIntercultural Conflict StylesInterpersonal Conflict Resolution
The study examined how culture influences interpersonal conflict‑management styles. Using the Rahim Organizational Conflict Inventory, the authors surveyed 913 Middle Eastern and 144 U.S. executives and analyzed the data with MANCOVA.
This study investigated the unpad of culture on styles of handling interpersonal conflicts. The Rahim Organizational Conflict Inventory was used to collect data on the conflict management styles of integrating, obliging, avoiding, dominating, and compromising. Two regions of the world were chosen: Middle Eastern countries and states (n = 913) and the United States (n = 144). MANCOVA was used to analyze the data. The results indicate that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use more of an obliging, dominating, and compromising style. Implications of the findings and future research are discussed.
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