Perceived and ideal conflict cultures in academe: Creating the conflict cultures survey

Abstract

AbstractFocusing on conflict at the organizational level, this study explores Conflict Culture Theory by (a) conceptualizing perceived and ideal conflict cultures, (b) creating and implementing the Conflict Cultures Survey, and (c) testing Gelfand, Leslie and Keller's (2008) proposed two‐dimensional model. Tenured and tenure‐track faculty at a large, American university (N = 346) completed the survey. Ideal conflict cultures varied little whereas perceived conflict cultures varied across departments, suggesting that ideal and perceived conflict cultures are distinct constructs. Multi‐level modeling and interrater agreement indices for the conflict culture variables provide evidence that conflict cultures exist and vary by department. Results supported the two‐dimensional model rather than one‐ or four‐dimensional models, suggesting that conflict cultures vary along two dimensions: agreeableness and activeness. Practical implications for Conflict Culture Theory and the Conflict Culture Survey include predicting job satisfaction and commitment, identifying bullying or workplace harassment norms, and establishing individual‐organizational fit.