A Cross-Cultural Comparison of Conflict Management Styles in Multinational Organisations: Empirical Evidence from Serbia

Marija Runic Ristic; Nikolina Ljepava; Tahir Masood Qureshi; Asli Cazorla Milla

doi:10.5771/0949-6181-2020-3-418

Contents
- Chapter Expand | CollapseAuthorsPage
- I–III Titelei/Inhaltsverzeichnis I–III
- 416–417 Editorial 416–417
- 418–601 Articles 418–601
  - 418–447 A Cross-Cultural Comparison of Conflict Management Styles in Multinational Organisations: Empirical Evidence from Serbia Marija Runic Ristic, Nikolina Ljepava, Tahir Masood Qureshi, Asli Cazorla Milla Marija Runic Ristic, Nikolina Ljepava, Tahir Masood Qureshi, Asli Cazorla Milla 418–447
  - 448–468 Unique Hungarian way of cross-cultural management Through an example of a multinational company in the oil and gas industry Katul Yousef Katul Yousef 448–468
  - 469–502 Gender Diversity, Banks‘ Performance, and Stability across Central and Eastern European Countries Alin Marius Andrieș, Seyed Mehdian, Ovidiu Stoica Alin Marius Andrieș, Seyed Mehdian, Ovidiu Stoica 469–502
  - 503–529 How does Leadership Effectiveness related to the Context? Paternalistic Leadership on non-financial Performance within a cultural Tightness- Looseness Model? Korhan Arun, Cem Şen, Olcay Okun Korhan Arun, Cem Şen, Olcay Okun 503–529
  - 530–554 Entrepreneurial challenges of Albanian agribusinesses: A content analysis Alba Demneri Kruja Alba Demneri Kruja 530–554
  - 555–580 International Orientation of early-stage Entrepreneurs in the Balkan region – The age perspective Blaž Frešer, Karin Širec, Polona Tominc Blaž Frešer, Karin Širec, Polona Tominc 555–580
  - 581–601 The high-performance HRM systems in shaping employee performance – an analysis into the mediating effect of the psychological contract based on organisations in Central Poland Anna Rogozińska-Pawełczyk Anna Rogozińska-Pawełczyk 581–601
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JEEMS Journal of East European Management Studies , page 418 - 447

A Cross-Cultural Comparison of Conflict Management Styles in Multinational Organisations: Empirical Evidence from Serbia

Autoren

Marija Runic Ristic Nikolina Ljepava Tahir Masood Qureshi Asli Cazorla Milla

DOI
- doi.org/10.5771/0949-6181-2020-3-418
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

This study explores the conflict management styles of German and Serbian managers in multinational organisations in Serbia. Contrary to most previous cross-cultural studies on conflict management styles, we have analysed not only the impact of the dimensions of individualism vs. collectivism on conflict management styles, but the effect of power distance dimension also. Moreover, none of the previous studies have analysed the conflict of management styles of managers in Southeast Europe, let alone the influence of intercultural interactions in multinational organisations in that region. Our study is based on the survey of 205 German, and 214 Serbian, managers in German multinationals in Serbia. The findings reveal that German and Serbian managers use different conflict management styles and that the status of the conflict partners and gender affect managers’ conflict management styles.
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