• Management & Information Systems Review
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• v.26
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• pp.181-204
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• 2008

This study is to categorize five types of conflict handling styles that employees can take when conflict occurs. The five types are integrating, avoiding, dominating, obliging, and compromising. I found these factors that explain conflicts handling styles divided them into organizational structure, task group functioning and need styles and how certain factors explain different kinds of conflict handling styles without other factors. To measure conflict handling styles, this study used the scale of conflict style devised Rahim. Data were collected by the survey method from employees engaged in the service industry located Seoul, the Province of Gyeonggi, and the Province of Gangwon. In addition, in order to prove my hypothesis, I used hierarchical regression analysis method to find the pure explanation that each factors have without multicollinearity. According to the study's result, in a person's type of needs, if the need for achievement is high, they prefer integrating style. In contrast, if the need for achievement is low, they prefer avoiding style. Also, if the need for affiliation is high, the employees prefer compromising style. But if the need for affiliation is low and the need for dominance is high, the employees favor dominating style. However, in task group functioning, group homogeneity, group cohesiveness, and group goal clarity are high, or the confidence in peers and management is high, the employees prefer obliging style to other conflicts handling styles. As well as if group homogeneity, group cohesiveness, and group goal clarity are high, it was found that they prefer compromising style. Also, if the role conflict that is related to organizational structure is serious, employees prefer obliging style, but they have weakenss in explanation. To sum up these results, if the employees have obliging style that shows lack of concerns over themselves and at the same time, have high concerns to others, is affected by task group or organization. And we can infer that the other conflicts handling styles are effected by personal characteristic.

• International Journal of Quality Innovation
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• v.5 no.2
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• pp.70-78
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• 2004

Client-supplier collaboration in new product development (NPD) has been a strategy in response to fierce global competition. Traditionally, Hong Kong suppliers collaborate with worldwide clients through original equipment manufacturing (OEM) arrangement in which suppliers manufacture products according to clients' design. In recent years, a growing number of Hong Kong suppliers have transformed to original design manufacturing (ODM) in which they are assigned a design responsibility other than manufacturing products. The ODM arrangement necessitates a close interaction between clients and suppliers, which brings about intense conflict. Conflict has been recognized as an important factor affecting NPD performance including product quality. This paper studies the conflict handling practices of Hong Kong ODM suppliers based on 87 survey data. The results show that the suppliers frequently adopt effective conflict handling practices by which they can develop products of good quality through better design decisions. The results also suggest that the use of ineffective conflict handling behaviors, particularly avoiding, should be reduced for better product quality.

• Journal of the Korea Computer Industry Society
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• v.4 no.4
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• pp.599-606
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• 2003

As collaborative computing technology goes widespread, interactions among concurrent users are very important, especially in education domain. But existing co-authoring mechanisms and CSCW technologies have limitations for conflict handling. In general, co-authoring tools provide solutions that one or certain users' views are influenced for conflict handling. These solutions have advantages to accomplish rapidly for conflict handling, but other authors' views cannot be affected sufficiently. In this paper, we define the courseware as network structure of instructional units. And we propose co-authoring model for courseware using collaborative conflict-handling mechanism. Using this mechanism, instructors can affect their own viewpoints to the unique courseware. As contents created in these forms have multiple structures. it can provide proper materials according to students' requirements. Therefore, it can provide students with individual learning facilities on online educational systems. Proposed model is useful for courseware based on structured form of document such as XML.

• Journal of Construction Engineering and Project Management
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• v.7 no.2
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• pp.45-53
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• 2017

Although much research has been conducted to identify the influence of culture on conflict management and resolution behaviours in organizational settings, no study has been done yet in the construction industry particularly in considering the influence of individual level individualistic and collectivistic values. Despite the key role of self-construal in explaining or predicting behaviour in interpersonal conflict, it has not received enough attention in construction management. Reflecting this necessity, the objective of this exploratory study was to establish, through the application of the Rahim Organizational Inventory (ROC II) instrument, how the cultural values of professionals of construction businesses relate to the application of different conflict-handling styles through self-construal. Data were collected using questionnaire surveys from construction professionals working in contracting firms. The findings illustrate the importance of self-construal type as an individual-level cultural variable in explaining the differences in the style of handling interpersonal conflict in the context of the construction industry.

• Korean Journal of Childcare and Education
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• v.8 no.4
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• pp.185-206
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• 2012

The purpose of this study was to investigate the general tendency of styles for handl ing conflict and organizational effectiveness perceived by head teachers in child-care centers, and the relationship between head teacher's styles for handling conflict and organizational effectiveness. A total of 194 child-care head teachers who work in the Busan and Gyeongnam area responded to the questionnaire. The main results of the study were as follows; First, among the styles for handling conflict, the head teacher s used the most obliging type toward their principal, and also used the most integrati ng type toward colleague teachers. The head teachers perceived moderate or higher level of organizational effectiveness in child-care centers, and there were partial diffe rences in styles for handling conflict and organizational effectiveness depending on ag e, academic achievement, career of head teachers and facility type. Finally, it was fou nd that organizational effectiveness of child-care center were positively correlated wit h integrating type, dominating type and compromising type among all styles for hand ling conflict which head teachers adopted, but was negatively correlated with avoidin g type. Particularly, it was found that the head teacher's styles for handling conflict having most significant effects on organizational effectiveness were avoiding type to ward their principal and integrating type toward colleague teachers.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.3
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• pp.1699-1706
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• 2015

The purpose of this study is to induce a indicator related to the response, handling and management which are appeared on each step of business enforcement in housing reconstruction projects. Then, it aims to appropriately and reasonably resolve the conflicts of reconstruction business with relevant subjects. These projects physician satisfaction and continual business was going to have the impact that any analysis of the structure in an evaluation. In addition, this study analyzes the impact structure on the business satisfaction and a intention for continuous business through this evaluation. This study sets a operational hypothesis in order to verify the relationship between the variables. then, it creates the structural model by using the Smart PLS 3.0. After analyzing the impact structure by using total 252 samples, this study adopts the final hypothesis which shows (+) path coefficient as set in the hypothesis and test statistic above 1.65. In result, six out of the nine hyphothesis are adopted. then, The 'Response to conflict' which affects the 'Management to conflict(H1)' has a path coefficient of 0.618. In addition, the 'Handling to conflict' which affects the 'Management to conflict(H2)' has a path coefficient of 0.150. The 'Handling to conflict' which affects the satisfaction of 'business' has a path coefficient of 0.101. and the 'management to conflict' which affects the satisfaction of 'business(H7)' has a path coefficient of 0.644. In addition, the 'Intention for continuous business(H8)' shows a path coefficient of 0.258. Finally, The satisfaction of 'business' which affects the 'intention for continuous business(H9)' has a path coefficient of 0.391.

• International Commerce and Information Review
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• v.9 no.4
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• pp.265-288
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• 2007

This study analyzed which conflict management norm was preferred according to unique cultural difference of nation and such conflict management norm influences on conflict management type in solving real conflict when conflict in organization occurs and such conflict norm had a preference and influence on conflict management type in solving real conflict through such conflict management norm. As the result, first, Korean managers showed still high attitude on group interest and aimed to negotiation. But they highly depended on control. Canada managers showed discussion norm of individual interest and performed conflict management laying stress on unity and negotiation. second, as for conflict management of negotiation, both Canada and Korea performed it on the based of his or her interest discussion and as for plural agenda unity positively influenced to unity conflict management in Korea but in Canada, attitude for the future negatively influenced.

• Korean Management Science Review
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• v.15 no.2
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• pp.161-175
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• 1998

As organizations have come to be more complex and diverse, management has come to spend an increasing proportion of its time and efforts in handling organization conflict. Moreover, organizational conflict problems are often not recognized until the balance of interests is destroyed or a radical organizational change such as BPR takes place. Once an organizational conflict arises, however, it reduces corporate synergy seriously, leading to organizational ineffectiveness. Therefore, it is important to identify the cause of organizational conflict in advance and resolve it based on the proper diagnosis as early as possible lest it should undermine the organizational effectiveness. We propose a method that facilitates diagnosing potential organizational conflict and determining appropriate strategy to the conflict, based on the analysis of cognitive maps. To support the application of the method in the real world context, a computerized tool is introduced. The working procedures of the method and the features of the tool are illustrated with their application to the real case of the cable TV home shopping company.

• Management & Information Systems Review
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• v.24
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• pp.125-154
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• 2008

The purpose of this study is to analyze how the organizational structure, task group functioning and need styles have influence on the conflicts handling styles such as integrating, avoiding, dominating, obliging and compromising as the employee's personality engaged in the service industry. This study uses the hierarchical regression analysis method. Data were collected by the survey method from employees engaged in the service industry located Seoul, the Province of Gyeonggi, and the Province of Gangwon. The study result shows that to the employees with the type A style, need styles are significantly related to the conflicts handling styles such as avoiding. But to the employees with the type B style, need styles are significantly related to the conflicts handling styles such as integrating and avoiding. On the other hand the result shows that the higher the need for achievement and the lower the need for autonomy, employees with the type B style prefer integrating styles to other conflicts handling styles. Or the higher the need for dominance, employees with the type B style prefer dominating styles to other conflicts handling styles. And the higher the need for dominance, employees with the type A style prefer dominating styles to other conflicts handling styles. The study result shows that to the employees with the type A and type X style, task group functioning are significantly related to the conflicts handling styles such as obliging and compromising. But to the employees with the type B style, task group functioning are significantly related to the conflicts handling styles such as obliging and dominating. On the other hand the result shows that the lower faith in peers and management and the higher confidence in peers and management, employees with the type B style prefer obliging style to other conflicts handling styles. But the higher group homogeneity and group cohesiveness, the lower faith in peers and management and the higher confidence in peers and management, employees with the type X style prefer obliging style to other conflicts handling styles. And the higher confidence in peers and management, employees with the type A style prefer compromising style to other conflicts handling styles. The study result shows that to the employees with the type A, organizational structure functioning are significantly related to the conflicts handling styles such as avoiding, obliging and compromising. But to the employees with the type X style, organizational structure functioning are significantly related to the conflicts handling styles such as dominating. On the other hand the result shows that the higher role conflict, the lower role ambiguity and the higher communication system, employees with the type A style prefer avoiding style to other conflicts handling styles. But the lower role ambiguity, employees with the type X style prefer compromising style to other conflicts handling styles. To conclude from these results, employees with the type A style have influence on the organizational structure functioning to other factors on the preference of the conflicts handling styles. And employees with the type B style have influence on the needs styles to other factors on the preference of the conflicts handling styles. Or employees with the type X style have influence on the task group functioning to other factors on the preference of the conflicts handling styles. Although this study provides several managerial implications, this study has some limitations. Specifically data were collected from only the service industry in Seoul, the Province of Gyeonggi, and the Province of Gangwon. In spite of the limitations, the study results could be used valuably in case of the personnel managers which manage the employees under the conflict situations.

• Korean Journal of Childcare and Education
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• v.8 no.1
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• pp.109-124
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• 2012

This study observed co-worker's conflict situations and interpersonal conflict management strategies from 5 teacher's conversations and informal gatherings in a new born child classroom. Taxonomic analysis, Domain analysis, and Componential analysis(Spradley, 1980) were used to analyze co-worker's conflict situations, and Styles of Handling Interpersonal Conflict(Rahim, 1983) were used to analyze the child care teachers' interpersonal conflict management strategies. The findings of this study were as follows: First, child care teachers experience conflict. The causes of conflict were to do their best, to protect the right of teachers, and to work jointly. Second, Dominating conflict management strategy was used when a cook wouldn't provide teacher's snacks or adopt a teacher's suggestion about methods of providing snacks. Avoiding conflict management strategy was used when a cleaner asked for help or a supervisor asked for extra work. Integrating conflict management strategy was used when infant care teachers suggested ways to go on a vacation. Obliging conflict management strategy was used when teachers followed the principal's directions to sit in and observe another teacher's classroom. Compromising conflict management strategy was used when infant care teachers suggested ways to clean up a play room together.