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The Impact of Ethnic Background and Demographics on Conflict Management Styles' Preferences: A Study of Six Sub-Cultures of Pakistan

Author

Listed:
  • Muhammad Khan Riaz

    (COMSATS Institute of Information Technology, Attock)

  • Waseef Jamal

    (Institute of Management Sciences, Peshawar)

  • Farzand Ali Jan

    (COMSATS Institute of Information Technology, Attock)

Abstract

This study aims to investigate conflict management style preferences of employees and how ethnic background along with other demographics affects these preferences. Using online survey, 296 responses are analyzed from the Govt., education sector, NGOs and private sector employees. Respondents comprise of Pakhtuns of Khyber Pakhtunkhwa and FATA, Punjabis, Hindkowan, Urdu speaking community and Chitralis. Results show that there are significant differences in conflict management style preferences due to the ethnic background, education and organization type while there are no significant differences due to gender. It is also found out that the most and least preferred styles are integrating and dominating, respectively, irrespective of demographics of the respondents. They differ in their second, third and fourth preferences. Similarly, results also show that ethnic background, education and organization type are the valid predictors of conflict management style preferences. The study contributes to the ongoing debate on changing conflict management style preferences and dynamic versus static models of culture. It also puts forth managerial recommendations with regards to recruitment and selection, T & D, and posting and transfers. Directions for future research and limitations of the study are also discussed

Suggested Citation

  • Muhammad Khan Riaz & Waseef Jamal & Farzand Ali Jan, 2016. "The Impact of Ethnic Background and Demographics on Conflict Management Styles' Preferences: A Study of Six Sub-Cultures of Pakistan," Business & Economic Review, Institute of Management Sciences, Peshawar, Pakistan, vol. 8(SE), pages 19-36, March.
    • Handle: RePEc:bec:imsber:v:8:y:2016:i:se:p:19-36
    DOI: dx.doi.org/10.22547/BER/8.SE.2
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    References listed on IDEAS

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    1. Vas Taras & Piers Steel & Bradley L. Kirkman, 2016. "Does Country Equate with Culture? Beyond Geography in the Search for Cultural Boundaries," Management International Review, Springer, vol. 56(4), pages 455-487, August.
    2. Gunkel, Marjaana & Schlaegel, Christopher & Taras, Vas, 2016. "Cultural values, emotional intelligence, and conflict handling styles: A global study," Journal of World Business, Elsevier, vol. 51(4), pages 568-585.
    3. Steel, Piers & Taras, Vasyl, 2010. "Culture as a consequence: A multi-level multivariate meta-analysis of the effects of individual and country characteristics on work-related cultural values," Journal of International Management, Elsevier, vol. 16(3), pages 211-233, September.
    4. Badri Abbasi & Farzaneh Niyazi Ghaziyani, 2015. "The relation between individual-social factors and conflict management styles: an empirical case study," International Journal of Productivity and Quality Management, Inderscience Enterprises Ltd, vol. 16(2), pages 231-247.
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