Integrated Conflict Management Research Articles

Integrated Conflict Management for UAM With Strategic Demand Capacity Balancing and Learning-Based Tactical Deconfliction

Integrated Conflict Management for UAM With Strategic Demand Capacity Balancing and Learning-Based Tactical Deconfliction

Role of Servant Leadership Conglomerate Conflict Behaviour on Team Performance, Conflict Resolution Efficacy, and Turnover Intentionin Tanzania’s Higher Learning Institutions

This paper explores the intricate relationship between servant leadership, conflict management behaviour, and organizational outcomes in the context of Tanzania's higher learning institutions. Through a longitudinal study involving 800 respondents from four public universities, the research investigates the interplay between servant leadership and conflict management styles, specifically focusing on integrating and compromising behaviors. The study employed a comprehensive methodology, utilizing questionnaires distributed over two waves with a one-year time lag. The findings revealed a positive correlation between servant leadership and integrating conflict management styles, specifically avoiding and accommodating. However, the anticipated correlation between integrating and compromising conflict behaviours in servant leadership is not confirmed. The study further examined the prevalence of cooperative conflict management patterns among Tanzanian university leaders, highlighting a combination of problem-solving and compromising strategies. A significant aspect of the research involved cluster analysis, which revealed distinct conflict behaviour patterns in Tanzanian universities. The result showed a preference for compromising and low-integrating (co-operative) patterns, as well as high-integrating and low-compromising (competitive) patterns. Notably, these patterns were not mutually exclusive, indicating a nuanced approach to conflict management. In the second part of the study, the paper delved into the impact of servant leadership's cooperative behaviour on team performance, conflict resolution efficacy, and turnover intention. The results affirmed the positive relationship between integrating and compromising conflict management styles and team performance while forcing behaviour showed a negative correlation. Moreover, the study identified a negative relationship between accommodating and forcing conflict management styles and turnover intention. The paper concluded that servant leaders in Tanzanian universities adeptly combined different conflict management styles, mitigating the adverse effects of conflicts on team performance and turnover intention. Even though avoiding and accommodating conflict behaviours were used together, problem-solving and compromising strategies were used a lot. This showed that servant leadership was used in a more complex way in Tanzanian higher education. The study contributed valuable insights into the dynamics of servant leadership, conflict management, and organizational outcomes, emphasizing the need for a contextual understanding of leadership behaviours and their cultural implications.

Dyadic Friendship Travel: The Role of Personal and Friendship Characteristics on Conflict Management Styles

Friendship travel is gaining traction in tourism studies; however, analyses of dyads’ dynamics outside of romantic partners remain scarce. This study investigates how dyadic friends settle disputes while on vacation, negotiate self- and other-related needs based on personal and friendship characteristics, and ultimately achieve satisfying tourism experiences. Structural equation modeling is used to examine interrelationships between the “Big Five” personality traits, Aristotle’s friendship types, and interpersonal tolerance in conflict resolution during travel between same- and opposite-sex friend dyads. Findings reveal that friends whose relationships are rooted in goodwill (i.e., virtue friendship) are more willing to adopt integrating and compromising conflict management styles. Friends who possess relatively strong agreeableness and openness to experience, and who have high interpersonal tolerance, often use an integrating conflict management style. These results differ from the extant literature in showing that men’s getaways enhance dyadic friendships. Various implications and this study’s relevance in the context of COVID-19 are discussed in closing.

Integrating Conflict Management Learning into the Curriculum

Abstract Teaching young people how to deal with conflict is rarely part of a school curriculum. Although, as social communities with humans of different ages, and levels of power and status, schools themselves are full of conflict, they are often reluctant for many reasons to acknowledge the fact, and more reluctant to give it an explicit profile by including the teaching of conflict management and transformation within the curriculum. Most conflict and bullying management in schools is reactive (i.e. after the fact), top-down (i.e. done to or with the participants by teachers and school leaders), and any training is extra-curricular. Cooling Conflict was a ten-year action research project in Australia, part of the international dracon project, investigating how drama can provide young people with the cognitive tools to resolve their own and other people’s conflicts, and to manage bullying for themselves. The program developed carefully structured drama pedagogy to give students knowledge and a vocabulary to understand the origins and structures of conflict, and to provide practice in the range of strategies available for resolving, managing or transforming conflict. The aim was to provide the students with autonomy and agency over this knowledge, and peer teaching became an important part of the program, which was (and still is) implemented in a wide range of educational settings internationally, formal and informal. From the outset and wherever possible, the program was deliberately integrated into standard curriculum time and programs, to embed the concept that conflict transformation and management can be learnt through experiential, integral learning. Over ten years, the project accumulated overwhelming evidence that, properly used, drama pedagogy is a valuable method for providing students with the tools they need to manage or transform their own conflicts, and themselves to take responsibility for assisting peers and younger students to do the same.

Bolstering conflict management strategies and sustainable commitment of academic staff in selected public universities

Events and periods of strikes are inextricably linked to the history of higher education in Nigeria. Strikes of various types and for various reasons have become a common occurrence as the government and academia's policymaking relationship has become increasingly inconsiderate. This study was necessitated by the apparent non-recognition and reluctance to plunge into interpersonal conflict in universities. Hence, this study investigated the influence of avoidance, dominating, compromise, obliging and integrating conflict management strategy on the commitment of faculty in selected public universities in Southwest Nigeria. Smart PLS 3.0 was used to analyse only 416 copies of the questionnaire, representing an 83% response rate. The findings demonstrate that conflict management methods such as avoidance, dominating, compromise, obliging, and integrating substantially impact academic faculty affective, normative, and continuance commitment. The study finds that academic staff at various universities should encourage compromising, integrating, and obliging conflict management tactics to be more involved in the settlement of the conflict. As a sequel to the findings, it was recommended that when settling conflicts, academic staff and management should always consider the feelings of other parties involved, as this will go a long way in satisfying all affected parties. Furthermore, parties in disagreement should be open-minded and willing to listen to each other to make the best and most sensible conclusion when resolving conflict. Universities administration should teach the different techniques of handling conflict so employees will be able to choose the appropriate approach when faced with conflict situations, especially when faced with interpersonal conflict.

LosaTM: A Hardware Transactional Memory Integrated With a Low-Overhead Scenario-Awareness Conflict Manager

The vigorous development of high compute-intensive applications has led to the demand for maximizing the concurrency of multicore processors. The best-effort hardware transactional memory(HTM) is an important technology adopted by vendors to improve the potential concurrency of multicore processors, but the HTM implementations on commercial products have some drawbacks for its simplicity and need some further optimizations to enable more exploitation of concurrency. In this article, we propose and evaluate a novel design of HTM, called LosaTM, which can provide a scenario-awareness conflict management strategy. By leveraging the proposed feature of multiple-grained coherency maintenance in the coherence protocol, LosaTM resolves most false conflicts at a half-cache-line granularity. Furthermore, we design a winner/aborter vector conflict management algorithm to improve the efficiency of LosaTM in handling friendly-fire and unfairness competition that we have newly defined. In order to coordinate these integrated conflict management strategies, a scheduling strategy is also proposed to adaptively select the appropriate management according to the specific conflict scenario. We use gem5 to simulate LosaTM in detail on an 8-core tiled CMP system, and the simulation result shows that it only causes 0.7% of the L1 cache size hardware overhead while achieving a 38% average execution time reduction on the native STAMP. The speedup also demonstrates that LosaTM outperforms the state-of-the-art designs in previous works.

INTEGRATION AS A CONFLICT MANAGEMENT STYLE AND EMPLOYEE BONDING IN SELECTED ORGANISATIONS IN THE NIGER-DELTA AREA OF NIGERIA

Organisations in Nigeria are faced with conflict management challenges with its attendant consequence on employee bonding which impacts negatively on the organisations' performance. This research therefore established the nature of the impact of integration conflict management styles on employee bonding in Nigeria with particular emphasis on the Niger Delta. The objective of the study is to identify the impact of integrating as a conflict management style on employee bonding in organisations. Survey research design was adopted for the study and the population of the study was 29,570 with a sample size of 506 respondents drawn from five major organisations operating in the Niger Delta participated in the study using Cochran (1963) formula. To ensure the soundness of the research instrument, the content validity was used to test for the validity of the instrument while the Split-halves method was used in testing for the reliability of the instrument. In testing the research hypothesis formulated in line with the specific objective, the F-test statistical tool was applied. The findings indicated that there was a significant positive impact of integrating, as a conflict management style on employee bonding in organizations in the Niger Delta (F = 640,530; t = 2.128; p =.000 < 0.05; r = 841). The study concluded that managers in organisations in Nigeria should rely more on the use of integrating conflict management styles to boost and sustain employee bonding. The study recommended that managers in organisations in Nigeria should eliminate the use of the dominating and avoidance conflict management style as it always satisfies only the interest of the organisation at the expense of the employees and thereby leads to unresolved conflict.
 Keywords: Conflict Management Style, Employee Bonding, Nigeria Organisation.

Moderate Effects of Organizational Commitments on Team Commitments and Negotiations on Conflict Handling (Empirical Study: Indonesian Government)

The conflict between teams is an interaction in the organization's daily life. To reveal the effect of negotiation and team commitment on conflict resolution (in integrating it) in the context of the construct of inter-team conflict and investigate how organizational commitment moderates the relationship between team negotiation and team commitment. The author conducted a questionnaire survey on employees in the Indonesian public sector with a sample of 224 responses. Structural equation modelling was used to analyze data and test hypotheses. Using Smart PLS 3.0. The results reveal that team commitment and negotiation positively relate to integrating behaviour. In addition, moderating organizational commitment to negotiation and team commitment was positively related to conflict handling behaviour when organizations have different orientations in their goals. Finally, higher conflict handling reinforces the positive effects of integrating negotiation and team commitment. The findings can help practitioners to predict team commitment, negotiation according to the organization and handling conflicts within the organization. This can allow practitioners to adjust their strategy and steer commitments and negotiations toward mutually beneficial conflict resolution outcomes. This study applies the theory of integrated conflict management due to team commitment and negotiation and empirically examines the relationship in the employee context. Moreover, this study reveals that organizational commitment moderates this linkage

Exploring the Integrated Conflict Management System in China

The perfection of labor law and enhanced legal awareness among employees have caused an increase in labor disputes in China. However, there are only a few studies that systematically analyzed conflict resolutions within organizations in China. In attempt to address this research gap, this study used the conflict management theory and classified the various mechanisms of the conflict management system using a quantitative research design approach, focusing on positing tools specific to the situation in China, as well as analyzed the effect of different conflict management mechanisms on employee outcomes, in hope that the findings would provide constructive suggestions for improving the management of Chinese organizations.

Managing Conflict at Institution/s of Higher Learning: A Post-Positivist Perspective

Institutions of Higher Learning in South Africa annually face challenges that often lead to student protests and demonstrations, mostly at the beginning of every academic year, which adversely impact the smooth running of academic programs. Stakeholders’ expectations were at the apex of causes that destabilise the academic environment, academic almanac and the overall academic professional reputation. The volatility of this kind retards productivity and negatively affects many tertiary institutions across the Country. This empirically grounded paper focuses on conflicting variables amongst universities, but with reference to an Eastern Cape University in South Africa spread across its Campuses. Adopting the post-positivist approach, this study obtained data from over 180 respondents and the data was analysed by using descriptive and inferential statistics, including analyses of variance and Pearson Product Moment correlations. In addition, content analysis techniques were used to analyse the data collected from the unstructured questionnaire. In this empirical study the findings highlighted two major variables that gave rise to conflicts, escalation of strikes and demonstrations at Higher Institutions of learning and recommend a conflict management style apposite for handling the conundrum. The factors dealt with in this study are not peculiar to the institution studied, but are analogous to other institutions. The findings also underscored Integrating conflict management as the most commendable style for managing conflicts at institutions of higher learning.

Combining participatory action research and emerging ways of collective action to promote institutional change toward social commitment: Groundings, strategies, and implications of an experience.

This study reports the foundations, strategies, and results of an institutional change experience based on the combination of participatory-action-research and new currents of collective mobilization and political participation. It aimed to achieve the institution's greater social commitment and a more participatory and transparent management. The process took place in a Spanish public university and was promoted and coordinated by a Work Group that emerged from grassroots university community. Collective diagnosis was performed through face-to-face strategies (global, sectorial, and faculty meetings) and virtual tools (web-blog, on-line surveys, shared documents). Collective action combined nonformal with formal institutional participation and applied hybrid activism, self-organization in horizontal structures and integrative conflict management. A sequential process of diagnosis, collective action, and negotiation was implemented. As a result, the university Governing Team, representatives from different sectors and members of the Work Group worked jointly to define several institutional actions that were thereafter launched. Those actions aimed to improve institutional participation and transparency, and greater institutional social commitment. The combination of participatory-action-research and new ways of collective action can be an excellent tool to draw institutions towards greater social engagement, thus contributing to sustainable social change. A model to guide institutional change is drafted.

어촌계 내부 갈등에 관한 연구

This study investigated Eochon-Gye’s intragroup conflict in the fishery village. The conflict trigger taxonomy consisted of goal, function, structure categories based on the systematic approach. In the goal category, it was identified that interdependence and contextual characteristics factors significantly triggered task conflict. Also, in the function category, communication factor was proved to significantly raise task conflict. Relationship conflict was significantly triggered by membership in the structure category and interpersonal relation in the function category. The moderating effect of conflict management strategy was partially accepted. Integrating conflict management strategy was proved that it decreased the strength of contextual characteristics to trigger task conflict. Dominating conflict management strategy was proved that it decreased the strength of membership to trigger relationship conflict.

How Team Conflict management and Relationship Conflict affect their performance in Pakistan: The Role of Team Cohesion, and Support, as well as Compromising, and Integrating conflict management Styles

How Team Conflict management and Relationship Conflict affect their performance in Pakistan: The Role of Team Cohesion, and Support, as well as Compromising, and Integrating conflict management Styles

INFLUENCE OF HEAD-TEACHERS CONFLICT MANAGEMENT STYLE ON TEACHERS’ JOB SATISFACTION IN PUBLIC SECONDARY SCHOOLS

The study focused on influence of head-teachers conflict management style on teachers’ job satisfaction in public secondary schools in Awka education zone of Anambra State, Nigeria. Two research questions guided the study and two null hypotheses were tested. A descriptive survey research design was adopted. The population of the study consisted 122 head-teachers in 61 public secondary schools in Awka education zone. No sample was taken, as the population size was manageable. A 16-items structured questionnaire validated by three experts was used for the study. The reliability of the instrument was ascertained using Pearson Product Moment Correlation Co-efficient to determine its degree of reliability which obtained overall reliability coefficient values of 0.95. Data related to the research questions were analyzed using mean and standard deviation while Analysis of Variance (ANOVA) was used to test the null hypotheses at 0.05 level of significance. The findings of the study revealed that respondents disagreed that head teachers use integrating conflict management style while they agreed in using obliging conflict management style for their job satisfaction. The study revealed that head teachers’ years of teaching experience does not affect the uses of integrating and obliging conflict management style in their job satisfaction. It was concluded that integrating conflict management style are rarely used by the head teacher. It was recommended, among others, that Head teachers should strive at minimizing conflicts and use appropriate methods to manage them such integrating either than obliging conflict management style. Article visualizations:

중독 관련 NGO 내부구성원 간의 직무갈등이 이직의도에 미치는 영향 - 관계갈등의 매개 및 갈등관리 전략의 조절효과

NGO 내부구성원들은 대부분 공익을 위해 헌신하겠다는 일념으로 입직하지만, 빈약한 재 정과 과도한 업무량 등의 열악한 직무환경으로 인해 많은 구성원들이 이직을 고려하고 있다. 그럼에도 우리 사회와 학계는 그동안 NGO 내부구성원들의 이직의도 감소에 대한 관심이 부 족했던 것이 사실이다. 본 연구는 중독관련 NGO 내부구성원들의 이직의도 감소에 관한 정책 적 시사점을 모색하고자 NGO 내부구성원들의 직무갈등이 이직의도에 미치는 영향과 관계갈 등의 매개효과, 통합 및 회피 갈등관리전략의 조절효과를 검증하였다. 분석결과 NGO 내부구 성원들의 직무갈등은 이직의도에 정(+)의 영향을 미치는 것으로 나타났고 직무갈등과 이직의 도의 영향 관계에서 관계갈등이 매개역할을 하고 있음이 밝혀졌다. 또 직무갈등과 이직의도 의 영향 관계에서 통합 갈등관리전략의 조절효과는 나타났지만, 회피 갈등관리전략의 조절효 과는 나타나지 않았다. NGO 내부구성원들의 이직의도를 감소시키기 위해서는 직무갈등과 관 계갈등의 감소에 관심을 기울여야 하며, 내부구성원들이 통합 갈등관리전략을 취하도록 교육 및 제도적 강화가 필요함을 시사해주고 있다.

Using an Integrated System Approach to Manage Conflict

We examined the current literature to determine if workplace conflict could be resolved by using an integrated conflict management system approach. This paper discusses ways to resolve conflict between persons. Human values differ on many levels of organizational culture; therefore, workplace conflict is inevitable, and it is often unavoidable in toxic workplaces. We uncovered numerous managerial communication strategies that can be useful to resolve workplace conflict. The current literature suggests that effective interpersonal communication plays an important role in conflict resolution. Several communication strategies were found to adequately address the main causes of conflict between people. We recommend 8 steps in 3 stages (SIP, DINE, and DANCE) necessary to resolve workplace conflicts, regardless of the line of work of the manager.

Integrated Conflict Management Systems Pay Off with Lower Levels of Formal Grievances and Lower Turnover Rates

The authors analyze an eight-year, multi-source, longitudinal data set that followed a non-union health care system in the eastern United States as it implemented a major preventative conflict management initiative placing responsibility for conflict resolution directly in the hands of line managers and employees. The initiative was a system-wide implementation of conflict management interviews (CMIs) between employees and supervisors, designed to enable them to proactively resolve conflict and follow up on agreements for improving their working relationships. The authors investigate survey and personnel file data from 5,456 individuals from 2003 to 2010 and test key predictions of Integrated Conflict Management Systems (ICMS) theory. They find that employees whose managers provide high-quality CMIs have a lower likelihood of formal grievances, significantly more perceptions of participative department culture, and lower turnover rates. Collectively, these findings suggest that simply holding CMIs may not be sufficient; rather, the quality of CMIs may be the key to successful outcomes.

Integrating social justice‐based conflict resolution into higher education settings: Faculty, staff, and student professional development through mediation training

This paper will share highlights of an approach used to target professional development of faculty and staff at one of the largest public, land grant, research‐intensive universities in the United States. We will share a practical model designed to build individual and organizational capacity by integrating conflict management techniques that are based on social justice principles into higher education settings. This model has been successfully utilized for more than 2,500 faculty, staff, and students (undergraduate and graduate) at the university, and is an ongoing proactive and responsive strategy in creating a mindful culture and sustaining a cohesive workplace climate.

Examination of the Relationship between Coaching Efficacy and Conflict Management Style in Soccer Coaches

The purpose of the present study was to examine the relationship between coaching efficacy and conflict management style of the soccer coaches. The sample included 224 male soccer coaches ranging in coaching experience from 2 to 15 years. The Coaching Efficacy Scale and The Rahim Organizational Conflict Inventory were used to measure coaching efficacy and conflict management respectively. Pearson correlation coefficient was calculated to examine the relationship among variables. Further, linear regression analyses with stepwise method were used to test the ability of the coaching efficacy to conflict management. Results indicated positive significant association between coaching efficacy and integrating conflict management. Moreover, coaching efficacy has been found to have ability to predict several conflict management styles. Based on the results obtained in the present study, it was concluded that soccer coaches may be more predispose to use certain conflict management styles depending on their coaching efficacy level.

Buffering relationship conflict consequences in teams working in real organizations

PurposeRelationship conflict has important negative organizational and personal consequences. However, papers analyzing how to buffer the negative effects of relationship conflict at work-unit level are lacking. This study aims to extend the literature by examining which specific conflict management styles used by work teams (avoiding, integrating and compromising) reduce or increase the link between relationship conflict and collective emotional exhaustion.Design/methodology/approachRegression analysis was conducted using 91 teams (398 employees) from 42 hotels and 42 restaurants.FindingsResults revealed that, as it was expected, relationship conflict was positively related to emotional exhaustion at a team level; this relationship depended on how team members handle relationship conflicts. That is, avoiding and integrating conflict management styles buffered the link between relationship conflict and collective emotional exhaustion, whereas compromising increased this positive link.Research limitations/implicationsOrganizations would include conflict management skills as a requirement for preventing negative consequences of conflict in teams, such as anxiety/depression and bullying.Originality/valueBy considering the unique perspective of team member’s shared perceptions of conflict management styles, important implications for the span of influence of collective perception of conflict on well-being have been indicated.