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首页> 外文期刊>Journal of Applied Psychology >Conflict Cultures in Organizations: How Leaders Shape Conflict Cultures and Their Organizational-Level Consequences
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Conflict Cultures in Organizations: How Leaders Shape Conflict Cultures and Their Organizational-Level Consequences

机译：组织中的冲突文化：领导者如何塑造冲突文化及其组织层面的后果

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Anecdotal evidence abounds that organizations have distinct conflict cultures, or socially shared norms for how conflict should be managed. However, research to date has largely focused on conflict management styles at the individual and small group level, and has yet to examine whether organizations create socially shared and normative ways to manage conflict. In a sample of leaders and members from 92 branches of a large bank, factor analysis and aggregation analyses show that 3 conflict cultures-collaborative, dominating, and avoidant-operate at the unit level of analysis. Building on Lewin, Lippitt, and White's(1939) classic work, we find that leaders' own conflict management behaviors are associated with distinct unit conflict cultures. The results also demonstrate that conflict cultures have implications for macro branch-level outcomes, including branch viability(i.e., cohesion, potency, and burnout)and branch performance(i.e., creativity and customer service). A conflict culture perspective moves beyond the individual level and provides new insight into the dynamics of conflict management in organizational contexts.
机译：轶事证据充斥着组织具有独特的冲突文化，或关于如何处理冲突的社会共享规范。但是，迄今为止，研究主要集中在个人和小组层面上的冲突管理方式，还没有研究组织是否创建了社会共享和规范的方式来管理冲突。在一家大型银行的92个分支机构的领导者和成员的样本中，因素分析和汇总分析显示，在单位分析级别上，三种冲突文化为协作，支配和回避。基于Lewin，Lippitt和White（1939）的经典著作，我们发现领导者自身的冲突管理行为与独特的单位冲突文化相关。结果还表明，冲突文化对分支机构的宏观成果有影响，包括分支机构的生存能力（即凝聚力，效力和倦怠）和分支机构的绩效（即创造力和客户服务）。冲突文化的观点超越了个人层面，并提供了对组织环境中冲突管理动态的新见解。

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