Structural empowerment, cultural diversity, and interpersonal conflict: Evidence from international NGOs in Pakistan

Abstract

This article examines the relationship between structural empowerment and interpersonal conflict. We examine whether this relationship is moderated by cultural diversity. Although there is some understanding of conflicts in an organization, there is little understanding concerning how conflicts may arise because of structural empowerment. We propose that structural empowerment is positively associated with interpersonal conflict and that this relationship is contingent upon cultural diversity. We draw on survey evidence from 351 employees of international nongovernmental organizations in Pakistan. Our results reveal significant positive relationships among cultural diversity, structural empowerment, and interpersonal conflict and show that where the organization is characterized by a high cultural diversity, the relationship between structural empowerment and interpersonal conflict is stronger, and vice versa. We contribute by offering the first of empirical evidence on the issue using the collectivist context of Pakistan and further extending the research scholarship by offering a contingency of cultural diversity to the structural empowerment and interpersonal conflict relationship. Our study suggests for the managers, a clearer understanding of the roles and responsibilities of the workforce as well as developing a proper socialization process through which a conducive environment for the culturally diverse workforce can be developed.