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Decoding cultural conflicts
As pioneers of the Carnegie Perspective recognized, conflicts in organizations can exist even when incentives of all parties are aligned. These can often be traced to differences in cognitions such as beliefs and values, which are foundational components of any given culture. This paper refines the...
Autores principales: | , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2023
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10538637/ https://www.ncbi.nlm.nih.gov/pubmed/37780139 http://dx.doi.org/10.3389/fpsyg.2023.1166023 |
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author | Koçak, Özgecan Puranam, Phanish Yegin, Afşar |
author_facet | Koçak, Özgecan Puranam, Phanish Yegin, Afşar |
author_sort | Koçak, Özgecan |
collection | PubMed |
description | As pioneers of the Carnegie Perspective recognized, conflicts in organizations can exist even when incentives of all parties are aligned. These can often be traced to differences in cognitions such as beliefs and values, which are foundational components of any given culture. This paper refines the operationalization of cultural clashes by identifying differences in beliefs about causality (“which actions cause which outcomes”) and morality (in the broad sense of “what is evaluated as desirable”) as two fundamental sources of conflict. In our first study, we demonstrate empirically that participants recognize and distinguish between these two sources of conflict. In our second study, we test the hypotheses that while misalignments in either causal or moral codes increase observers' perceptions of relationship conflict, negative affect, likelihood of avoidance, and lower perceived likelihood of conflict resolution, the effects are stronger for misalignments in moral codes than misalignments in causal codes and strongest when both causal and moral codes are misaligned. We test these arguments using vignette-based experimental studies. Our findings support our hypotheses. This research has significant implications for the understanding of conflict dynamics within and beyond organizational contexts. By recognizing the pivotal role of cultural differences in shaping conflicts, organizations and decision-makers can better anticipate, manage, and potentially preempt such conflicts. |
format | Online Article Text |
id | pubmed-10538637 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2023 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-105386372023-09-29 Decoding cultural conflicts Koçak, Özgecan Puranam, Phanish Yegin, Afşar Front Psychol Psychology As pioneers of the Carnegie Perspective recognized, conflicts in organizations can exist even when incentives of all parties are aligned. These can often be traced to differences in cognitions such as beliefs and values, which are foundational components of any given culture. This paper refines the operationalization of cultural clashes by identifying differences in beliefs about causality (“which actions cause which outcomes”) and morality (in the broad sense of “what is evaluated as desirable”) as two fundamental sources of conflict. In our first study, we demonstrate empirically that participants recognize and distinguish between these two sources of conflict. In our second study, we test the hypotheses that while misalignments in either causal or moral codes increase observers' perceptions of relationship conflict, negative affect, likelihood of avoidance, and lower perceived likelihood of conflict resolution, the effects are stronger for misalignments in moral codes than misalignments in causal codes and strongest when both causal and moral codes are misaligned. We test these arguments using vignette-based experimental studies. Our findings support our hypotheses. This research has significant implications for the understanding of conflict dynamics within and beyond organizational contexts. By recognizing the pivotal role of cultural differences in shaping conflicts, organizations and decision-makers can better anticipate, manage, and potentially preempt such conflicts. Frontiers Media S.A. 2023-09-14 /pmc/articles/PMC10538637/ /pubmed/37780139 http://dx.doi.org/10.3389/fpsyg.2023.1166023 Text en Copyright © 2023 Koçak, Puranam and Yegin. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Koçak, Özgecan Puranam, Phanish Yegin, Afşar Decoding cultural conflicts |
title | Decoding cultural conflicts |
title_full | Decoding cultural conflicts |
title_fullStr | Decoding cultural conflicts |
title_full_unstemmed | Decoding cultural conflicts |
title_short | Decoding cultural conflicts |
title_sort | decoding cultural conflicts |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10538637/ https://www.ncbi.nlm.nih.gov/pubmed/37780139 http://dx.doi.org/10.3389/fpsyg.2023.1166023 |
work_keys_str_mv | AT kocakozgecan decodingculturalconflicts AT puranamphanish decodingculturalconflicts AT yeginafsar decodingculturalconflicts |