Cultural intelligence and conflict management styles

Abstract

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.

How Different Styles of Conflict Management Determine Creativity? Exploring Petrochemical Companies in Oman

“…Chen et al (2012) also asserted that if the conflict is managed properly, it can increase creative problem-solving, improve interpersonal relationship satisfaction, and lead to better profitability, creativity, and efficiency. Therefore, conflict can be seen as vital and useful to organizations where it can increase productivity and innovativeness, stimulate creative solutions if the right style of conflict management is utilized (Gonçalves et al, 2016;Owens and Valesky, 2007). However, it still remains unclear which style of conflict management is more constructive from the perspective of creativity.…”

Investigating the mediating role of cultural intelligence on the relationship between relational governance and firm social performance

“…Thus, little is known about the relative importance of skills, capabilities necessary to manage sucuess and lead in sucessful management of informal relationship. Furthermore, prior empirical studies have examined the unique contribution of culturea intelligence in supply chain perforamnce (Tuan, 2016); cultural intelligence in marketing adaptations (Magnusson, Westjohn, Semenov, Randrianasolo, & Zdravkovic, 2013); cultural intelligence and leadership (Keung, 2011); cultural intelligence and collaboration in global teams (Janssens & Brett, 2006); CQ and dynamic capabilities (Moon, 2010); Cutlural intelligence and team performamce (Groves & Feyerherm, 2011); task performance (Duff, Tahbaz, & Chan, 2012); global business competencies (Creque & Gooden, 2011); off sourcing success (Ang & Inkpen, 2008); CQ and firm international ties (Charoensukmongkol, 2015); cultural intelligence and export performance (Charoensukmongkol, 2016); cultural intelligence and conflict managemnt styles (Gonçalves, Reis, Sousa, Santos, Orgambidez-Ramos, & Scott, 2016), cultural intelligence and organisational agility (Teimouri, Ardestani, & Kheiri, 2016) and in Pakistan perspective cultural intelligence has insignificant relation with managerial effectiveness (Aslam, Ilyas, Imran, & Rahman, 2016).…”

The Relationship Between Multicultural Competencies and Intercultural Contact: Multicultural Personality and Cultural Intelligence

“…They facilitate adjustment and interaction with individuals from other cultures and allow for rapid adaptation to situations of cultural diversity. In addition, multicultural competencies go beyond improving the social interactions associated with cultural diversity, they are also important in conflict management, contributing to an improved relationship between people and groups (e.g., Gonçalves, Reis, Sousa, Santos, & Orgambídez-Ramos, 2015;Gonçalves et al, 2016).…”