Purpose
Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively.
Design/methodology/approach
This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution.
Findings
It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations.
Practical implications
Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being.
Originality/value
This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.
Purpose
The globalization of work has contributed to a great increment in cross-cultural interactions, contributing to a new impetus in the expatriates’ topic. The costs associated with the failed international missions are high, and the identification of effective adjustment strategies is of extreme importance, both for organizations and for individuals. The purpose of this paper is to identify the kind of practices that are developed by organizations and their impact on the adjustment of expatriates.
Design/methodology/approach
To achieve the proposed objective, a systematic review of literature (from the late 1980s to the present day) will be carried out.
Findings
Based on five articles on the topic, the results show that there are few studies that assess the impact of the types of adjustment to organizational practices, with the cross-cultural training and language training being the most common. These practices have shown a positive effect on performance and adjustment of expatriates.
Originality/value
The authors feel the lack of studies that have adequate indicators to measure the integration and effectiveness of the adjustment of expatriates.
A teoria da empatia – sistematização, desenvolvida por Baron‑Cohen (2002), assume a existência de dois principais tipos cognitivos, um mais característico do género feminino (com maior capacidade para empatizar) e outro mais característico do género masculino (com maior capacidade para sistematizar). Para avaliar estes conceitos, Baron‑Cohen e os seus colegas (2003) desenvolveram as escalas do Quociente de Empatia (QE) e do Quociente de Sistematização (QS). O principal objectivo deste estudo consistiu em validar a versão curta da escala do QE (desenvolvida por Wakabayashi et al., 2006) para a população portuguesa, utilizando uma amostra de 506 participantes. Realizou‑se uma análise factorial exploratória para a escala do QE, tendo sido encontrados quatro factores na escala do QE, os quais foram denominados de 1) Empatia Cognitiva; 2) Reactividade Emocional; 3) Capacidades Sociais; e 4) Dificuldades Empáticas.DOI: http://dx.doi.org/10.17575/rpsicol.v25i1.280
Esta investigação tem como finalidade investigar em que medida a cultura/clima organizacional e a satisfação com o suporte social podem influenciar o stresse percebido, e qual a relação entre as variáveis cultura e satisfação com o suporte social. Os resultados sugerem que a cultura da organização estudada, é percepcionada sobretudo como uma cultura de regras. Estes dados corroboram as investigações consultadas na revisão da literatura, que referem que esta cultura, pode ser justificada tendo em conta o passado histórico de Portugal, que assenta num forte formalismo e rigidismo, contribuindo ainda para a burocratização nas organizações. Os dados retirados da presente investigação consolidam algumas indicações prévias de que a cultura organizacional e a satisfação com o suporte social podem estar associados a um nível de bem-estar e desempenhar um papel determinante em termos de percepção psicológica do stresse. Os resultados sugerem ainda que, a cultura organizacional pode influenciar mais a satisfação com o suporte social do que o stresse percebido; e que este último por sua vez, pode ser significativamente mais influenciado pela satisfação com o suporte social.
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