Conflicts are an integral part of doing business and companies cannot avoid them. In a globalized and dynamic environment, there is a need to manage conflicts that occur within the company, in a productive and effective way. Conflict management styles are influenced by a number of factors, including the national culture of employees, who will have certain preferences in resolving conflicts in accordance with their culture. When it comes to multicultural environment, the knowledge of the national culture of the country in which the business is being done, as well as the company's home country, national culture is extremely important for conflict management and creation of positive atmosphere in the company. Doing business in a foreign market additionally complicates the process of the creation of interpersonal conflicts. Thus, top management coming from the home country has a big task of understanding the values and customs which are the part of personality of each employee from another country, and at the same time, the understanding of the national culture of the country in which the business was internationalized. The aim of the research is to, based on theoretical and empirical research, examine the impact of Bosnian and Herzegovinian national culture on conflict resolution styles used in foreign companies doing business in Bosnia and Herzegovina. Research results show that the national culture is a significant factor in conflict management in a company, but also in conflicts in general. The level of harmonization of chosen styles and ways of managing them with the national culture of the employees will affect their business performance, positive atmosphere and communication, and more efficiency for achieving the company's business goals.
Akerlof GA, Kranton R, E. Ekonomija identiteta - Kako naši identiteti oblikuju naš rad, plaće i blagostanje. 2012;
2.
Barringer BR, Ireland RD. Poduzetništvo – uspješno pokretanje novih poduhvata. 2010.
3.
Berry JW, Poortinga YH, Pandey J. Handbook of Cross-cultural Psychology. 1997.
4.
Black RJ. Organisational Culture: Creating the Influence Needed for Strategic Success. 2003;
5.
Brooks I. Organisational Behaviour: Individuals, Groups and Organisation. 2006.
6.
Browaeys MJ, Price R. Understanding Cross-Cultural Management. 2008.
7.
Buble M. Utjecaj organizacijskih varijabli na uspjeh programa unapređenje poslovnih procesa, Ekonomski fakultet Split. 2010;
8.
Chapman EN, O’Neil SN, Gabrić A. Vodstvo - Osnovni koraci koji svaki menadžer treba znati. 2003.
9.
Cox T. Stvaranje multikulturalne organizacije. 2004.
10.
Dedić M, Umihanić B. Osnove menadžmenta i poduzetništva, Ekonomski institut Tuzla, Tuzla. 2004;
11.
Dunning J. Multinational enterprises and the global economy. 1992.
12.
Đorđević M. Strategije internacionalizacije preduzeća u novom poslovnom okruženju, Ekonomski fakultet. 2008;
13.
Elsayed-Ekhouly SM, Buda R. Organizational Conflict: A Comparative Analysis of Conflict Styles Across Cultures”. The International Journal of Conflict Management. 1996;7(1):71–81.
14.
Gerhart B. Does National Culture Constrain Organization Culture and Human Resource Strategy? The Role of Individual Mechanisms and Implications for Employee Selection. 2009.
15.
Glen ES. Man and Mankind: Conflict and Communication between Cultures. 1981.
16.
Griffin E. A First Look at Communication Theory. 1997.
17.
Hall ET. Beyond culture. 1976.
18.
Hofstede G. Culture’s Consequences: International Differences in Work-Related Values. In: Cross Cultural Research and Methodology. 1984.
19.
Hofstede GH. Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2001.
20.
Hofstede G, Hofstede GJ, Minkov M. Cultures and Organizations. In: Software of the Mind. 2010.
21.
Jameson F, Miyoshi M. The Cultures of Globalization. 1998.
22.
Johnston HJ. International Leadership in Cross-cultural Environments: The Relationship Between National Culture and Corporate Culture as it Pertains to Work Ethic and Corporations. 2008.
23.
K KM. Subcultures and Conflict Management Style. Management International Review. 2002;42(1).
24.
Kozan MK. Cultural Influences on Styles of Handling Interpersonal Conflict: Comparison among Jordanian, Turkish and US managers”. 1989;(42):787–99.
25.
Kozan MK. Cultural Influences on Styles of Handling Interpersonal Conflict: Comparasion among Jordanian, Turkish and US managers. Human Relations. 1989;(42).
26.
Minkov M. Cultural Differences in a Globalizing World. 2011.
27.
B NM. The Resolution of Conflict”. 1975.
28.
Nicholson MB. The Resolution of Conflict. 1975.
29.
Podrug N, Pavičić J, Bratić V. Cross-Cultural Comparison of Hofstede’s Dimensions and Decision-Making Style within Cee Context, Ekonomski fakultet Zagreb. 2011;
30.
Rahim MA. A Measure of Styles of Handling Interpersonal Conflict. Academy of Management Journal. 1983;26(2):368–76.
31.
Rahim MA. Managing Conflict in Organizations. 2001;
32.
Rahimić Z. Menadžment ljudskih resursa, Ekonomski fakultet u Sarajevu. 2010;
33.
Rakita B. Međunarodni biznis i menadžment, Centar za izdavački djelatnost Ekonomskog fakulteta u. 2006;
34.
Robbins PS. Bitni elementi organizacijskog ponašanja. 1995.
35.
Robbins S. Essentials of Organizational Behavior. 2005.
36.
Thompson KR, Luthans F. Organizational culture: A behavioral perspective. 1990.
37.
Tinsley CH, Brett JM. Managing Workplace Conflict in the United States and Hong Kong”. Organizational Behavior and Human Decision Process. 2001;85(2):350–81.
Citation
Copyright
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The statements, opinions and data contained in the journal are solely those of the individual authors and contributors and not of the publisher and the editor(s). We stay neutral with regard to jurisdictional claims in published maps and institutional affiliations.
