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Purpose – The purpose of this paper is to examine the impact of collectivism on conflict management styles in Turkey and to help conflict management researchers and practitioners better understand conflict and conflict management in an international context. Design/methodology/approach – Self-administered questionnaires with the ROCI scale were used in this study. Data were collected by surveying 244 managerial employees from both public and private organizations. Factor analysis and regression analysis were then used to explore the relationships between conflict management styles and different aspects of collectivism. Differences in demographic factors were also discussed. Findings – This study shows Turkish people are more likely to use collaborating style, instead of compromising or avoiding as expected from a collectivistic culture. Further, different aspects of collectivism have different effects on Turkish conflict management styles: the importance of competitive success leads to preferences for competing style; the value of working alone leads to less collaboration; the norms of subordination of personal needs to group interest are positively related to more collaborating and accommodating; and the beliefs of the effects of personal pursuit on group productivity are positively related to more compromising. Originality/value – While Turkey has become more important in world markets, very few studies have been conducted to explore Turkish conflict management styles. This paper examines the ranking of preferences in conflict management methods in Turkey, as well as the impact of collectivism on different conflict management styles, which extends the understanding of cross-cultural differences in conflict management. [ABSTRACT FROM AUTHOR]

Purpose — The purpose of this study is to examine whether conflict management styles are able to predict actual behaviors in business negotiation in two different countries. Design/methodology/approach — Subjects were recruited from both Canada and China to participate in a laboratory study. Three simulated business negotiations were used for participants to negotiate deals in both countries in order to compare the validity of conflict management styles in predicting negotiation behaviors. Findings — This study shows that conflict management styles are valid predictors of actual negotiation behaviors in Canada, but not in China. The results also show that Chinese people use a more avoiding approach and demonstrate a higher level of integrativeness during business negotiation simulations, while Canadians use a more compromising approach and show a higher level of distributiveness. Practical implications — Practical implications of the findings are discussed in terms of the usefulness of self-reported conflict management styles for negotiation researchers and practitioners in training seminars and in terms of the effectiveness of first offer as one negotiation strategy to achieve better negotiation outcomes. Originality/value — This study is particularly pertinent, given that the relationship between conflict management styles and actual behaviors in negotiation receives little attention and that even less attention is given to this relationship in a cross-cultural context. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to investigate how a team leader's conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach: It is proposed in this study that team passion mediates the impact of team leader's CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings: The results show that a team leader's cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader's CMSs and TIP. The results also show that TEI moderates the relationship between the leader's CMSs and team passion. Originality/value: This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader's CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship. [ABSTRACT FROM AUTHOR]