The three–way interactions of gender, supervisor’s gender, and country on the strategies for managing conflict of millennials: An exploratory study in 10 countries

• Autor(a) principal: Rahim, A.
• Data de Publicação: 2022
• Outros Autores: Katz, J., Ma, Z., Yilmaz, H., Lassleben, H., Rahman, S., Silva, M. G., Bibi, Z., Shaw, L., Fernandez, T., Yee, C. L. M.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10071/27167
• topic: Millennials; Conflict-management strategies; Cross-cultural study; MANCOVA analysis

Purpose – This field study investigates the interactive relationships of Millennial employee’s gender, supervisor’s gender, and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand, and Hong Kong). Design/methodology/approach – This exploratory study extends past research by examining the interactive effects of Gender × Supervisor’s gender × Country) on the CMS within a single generation of workers, Millennials. The Rahim Organizational Conflict Inventory–II (ROCI–II), Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding, and compromising.). Data analysis found CMS employed in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work. Findings – Data analysis (N = 2,801) was performed using the Multivariate Analysis of Covariance (MANCOVA) with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the conflict-management strategies depends on self-gender, supervisor’s gender and the country where the parties live. Also, the covariate ‒ work experience ‒ was significantly associated with CMS. Research limitations/implications – One of the limitations of this study is that we collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level Millennials. Practical implications – There are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management. Original value – No study to our knowledge has tested a three-way interaction of variables on CMS. This study has a wealth of information on conflict-management strategies for global managers.