Abstract
This article presents a case study on organisational conflict in a selected international organisation in the South African automotive industry to increase the contextual understanding of the topic. Data was gathered through in-depth interviews with 45 senior and middle managers in the selected international organisation at the head off ce and two branches in Gauteng and at one branch in KwaZulu-Natal. The data analysis was conducted through content analysis as well as triangulation of data. The research results show that managers in this industry in post-apartheid South Africa experience organisational conflicts that are associated with their managerial values and identities.
Highlights
Look, you have got two sides of conflict you have got the conflict in the company, the departmental conflict... each got its own goals...its own targets...and everything and so you have got the conflict inside
These conflicts are influenced by external realities such as globalisation trends; national guidelines and policies for the organisation; as well as aspects of post-apartheid transitions
These organisational conflicts are created by ‘cognitive-affective process dynamics’ (Mischel & Shoda, 1998, p. 229ff), such as thoughts, intentions, cognitive structures, feelings and emotions that impact on the conflict and its management, as shown in the excerpts from the narrations discussed in the previous section
Summary
You have got two sides of conflict you have got the conflict in the company, the departmental conflict... each got its own goals...its own targets...and everything and so you have got the conflict inside. You have got two sides of conflict you have got the conflict in the company, the departmental conflict... Due to increasing trends of managers transcending geographic, economic and socio-cultural boundaries, conflict and the management thereof, in international organisations, need further attention (Kriesberg, 2003a; Mayer & Louw, 2007). These trends often impact on managers and their daily work routine and are experienced by many of them as being conflictive and difficult to deal with As shown in the quote above, conflict in organisational contexts has diverse aspects, including conflict within the network of headquarters, branches and dealerships, referring to intra- and interorganisational aspects
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