Intercultural competencies and conglomerated conflict behaviors in intercultural conflicts

Abstract

This study explores the relationships between intercultural competencies and conglomerate conflict behaviors in interpersonal conflicts within an intercultural context. The theory of conglomerated conflict behaviors (CCBs) [Van de Vliert, E., Euwema, M. C., & Huismans, S. E. (1995). Managing conflict with a subordinate or a supervisor: Effectiveness of conglomerated behavior. Journal of Applied Psychology , 80 , 271–281] presumes that conflict behaviors should not be studied independently. Accordingly, in the present study it is hypothesized that different patterns of CCBs vary primarily in the use and position of competitive and cooperative components. Further, it is proposed that a conglomerate with relatively more cooperative behavior is associated with more cultural empathy, more open mindedness, and less adventurism. Survey data on five conflict styles were collected from Dutch military peacekeepers ( N =542). Using cluster analysis, two different patterns of conflict handling were identified. The main contrast between the conglomerates is—as expected—a cooperative pattern (high problem solving and compromising, low forcing) versus a competitive behavioral pattern (low problem solving and compromising, high forcing). Cultural empathy is positively related to the cooperative pattern, and adventurism is associated with the competitive pattern.