Multicultural conflict cultures: more similarities than differences in diverse societies

Abstract

Purpose This study aims to understand how cultural variables – collectivism and face concerns – influence perceived and ideal organizational conflict cultures in two multicultural societies. Design/methodology/approach Individuals studying in Singapore (N = 162) and the USA (N = 216) completed an online survey. Hierarchical regression analyses tested the hypotheses. Findings Regardless of cultural background, individuals prefer agreeable conflict cultures, with over 95% scoring above the scale mid-point. Ideal passiveness varied; highly collective and mutual face concerned individuals were more likely to idealize active conflict cultures. Collectivism overall was associated with perceiving and idealizing active and agreeable conflict cultures, though some relationships were only significant for one sample. Self-face concerned individuals were more likely to perceive passive conflict cultures. Research limitations/implications Culture influences organizational conflict cultures, but not necessarily in stereotypical ways. Despite cultural and geographical differences, the data provide evidence for a universal preference for agreeable conflict cultures. This finding is encouraging, given the increase in workplace diversity and desire to be responsive to needs of equity and inclusion. Therefore, leaders and managers should strive to establish agreeable conflict norms, even in the most culturally diverse organizations. The young, college student sample may not represent all working people, although the authors only recruited students with jobs who worked 28 h per week on average. Originality/value This research demonstrates the value of considering multiple levels of influence on conflict, advances the theory and measurement of organizational conflict cultures and identifies powerful similarities among diverse employees.