• Management & Information Systems Review
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• v.26
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• pp.181-204
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• 2008

This study is to categorize five types of conflict handling styles that employees can take when conflict occurs. The five types are integrating, avoiding, dominating, obliging, and compromising. I found these factors that explain conflicts handling styles divided them into organizational structure, task group functioning and need styles and how certain factors explain different kinds of conflict handling styles without other factors. To measure conflict handling styles, this study used the scale of conflict style devised Rahim. Data were collected by the survey method from employees engaged in the service industry located Seoul, the Province of Gyeonggi, and the Province of Gangwon. In addition, in order to prove my hypothesis, I used hierarchical regression analysis method to find the pure explanation that each factors have without multicollinearity. According to the study's result, in a person's type of needs, if the need for achievement is high, they prefer integrating style. In contrast, if the need for achievement is low, they prefer avoiding style. Also, if the need for affiliation is high, the employees prefer compromising style. But if the need for affiliation is low and the need for dominance is high, the employees favor dominating style. However, in task group functioning, group homogeneity, group cohesiveness, and group goal clarity are high, or the confidence in peers and management is high, the employees prefer obliging style to other conflicts handling styles. As well as if group homogeneity, group cohesiveness, and group goal clarity are high, it was found that they prefer compromising style. Also, if the role conflict that is related to organizational structure is serious, employees prefer obliging style, but they have weakenss in explanation. To sum up these results, if the employees have obliging style that shows lack of concerns over themselves and at the same time, have high concerns to others, is affected by task group or organization. And we can infer that the other conflicts handling styles are effected by personal characteristic.

• Journal of Korean Academy of Nursing
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• v.27 no.1
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• pp.169-177
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• 1997

This study aims at empirically clarifying the relationship between power and the interpersonal conflict, including nurses' understanding of their relative power, the causes of interpersonal conflicts with the nurses, and strategies to resolve conflicts, in order to understand how nurses' relative power affect their conflicts. For the empirical survey, the population was defined as all the nurses working at a medical organization in Seoul, Korea. 1083 nurses were selected as the sample for the questionnaire survey and statistical analyses. For the sampling, 32 medical organizations were selected by a stratified random method and sub-samples were arbitrarily drawn from each organization to obtain the final sample of 1083 nurses who responded to the questionnaire designed by the reseacher. According to the result of the study, most nurses experience conflict more than once a month, and 70.4% of the respondents answered that interpersonal conflicts were directly or indirectly caused by power relations. which indicates that they perceive power relations as the main cause of interpersonal conflicts. Nurses experienced the most conflicts with interns and residents(29.7%), then patients and their families(24.3%), higher-positioned nurses(12.3%), nurse colleagues(7.7%), lower-positioned nurses(6.5%), and staff doctors(5.1%). If we classify these into three groups. the frequency of the conflicts, from most frequent to least. is in the order of doctors. nurses, and patients. In terms of relative power, nurses perceive that they have greater power than patients and their families, lower-positioned nurses, and nurse colleagues. In contrast, nurses perceive that they have less power than interns and residents, higher-positioned nurses. and staff doctors. Among these groups. nurses perceive that they have the most power over patients and the least over staff doctors. These results indicate that nurses tend to experience more conflicts with members of groups that are stronger than themselves in terms of relative power, Nurses use positive strategies such as the compromise strategy(32.3%) or the collaboration strategy (20.3%) to manage conflicts, more than other strategies. However, they use avoidance or competition strategy more at the earlier stage, compromise strategy more in the mid stage, and collaboration strategy more at the later stage of the interpersonal conflict. In relation to power, nurses use the collaboration strategy or the compromise strategy more when their perceived power is greater than or equal to their counterpart's, and they use the avoidance strategy or the accommodation strategy if their power is less. In terms of source of power, nurses' perceived relative power is greater in the order of referent power. expert power, reward power, legitimate power. and coercive power. where referent power is perceived as having the greatest power and coercive power is least. Most nurses(69.3%) used their power to resolve a conflict. with positive outcomes. Expert power was used most frequently. Overall. this study strongly indicates that the enhancement of power of nurses to have equal power relations with doctors would heighten the success of conflict resolution, since power is the main cause of conflicts. Specifcally. nurses experience most conflicts with doctors against whom they perceive the greatest gap in power. and the choice of a conflict management strategy depend upon their power relations.

• Journal of Distribution Research
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• v.17 no.3
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• pp.93-113
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• 2012

Early conflict research in channel and organization area have focused on the definition of conflict construct, its cause, consequence and identified conflict resolution management. Recent studies about conflict, however, have explored new assumption of complexity, a multidimensional conflict construct, contextual conflict management strategies, positive and negative conflict/consequence, and the conflict resolution strategy. Although many literatures exists on channel conflict resolution, little research has been done about relationship learning and performance from conflict resolution perspective. This study explores how channel members can achieve a relationship learning, as a conflict resolution mechanism, which enhance co-created value in marketing channel relationship. Therefore we propose that conflict resolution strategies(collaborating behavior and avoiding behavior) influence channel performance(effectiveness and efficiency) through relationship learning processes(learning via information exchange, joint interpretation and coordination, relationship-specific knowledge memory), in view of buyer-seller relationship. The research model is shown at

• Korea Journal of Hospital Management
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• v.2 no.1
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• pp.114-136
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• 1997

This study was carried out to find out the effect of conflict between profession groups within medical institution. For the purpose, the questionnaire-based research was done with 605 persons consisting of specialists, residents, nurses, radiologic technicians, clinicopatholigic technicians, health record administrator, administrative employees who are working in a university hospital located in Taegu City from February 15, 1997 to March 2, 1997. The results of the study were summarized as follows. The subject profession group against which each profession group feels the most conflict in interprofession mutual recognition relation was found out as follows; Specialists(34%) against colleague specialists, residents(54.0%) against nurses, nurses(54.8%) against residents, radiologic technicians(44.0%) against residents, and clinicopathologic technicians(34.5%) against nurses, while it was shown that health record administrator felt even conflict against residents, nurses and administrative employees and administrative employees(48.1) did against nurses. Most employee group answered that medical specialists have a one-sided and individual attitude toward all affairs, while both medical specialists and administrative employees of hospital answered that nurses are one-sided. It was shown among such groups that radiologic technicians' conflict results from their thinking which mutual dependence and cooperation are lowest while individual difference is highest, clinicopatholigic technicians' conflict from the problem in mutual communication, medical specialists' conflict from difference in goals greater than other group, respectively lower than other group. The rate of vertical conflict between groups was highest for the health record administrators and then for the radiological technicians, while it was lowest for the medical specialists and then for the nurses. In addition, the rate of horizontal conflict was high for both medical specialists and nurses, but it was low for the health record administrations and clinicopathological technicians. The group with the highest job satisfaction was the medical specialists and nurses, and the group with the highest involvement in organization was the medical specialists and administrative employees. Also it was shown that both medical specialists and clinicopathological technicians show a favorable attitude toward patients. Factors having an effect on the vertical conflict included difference in goals, cooperation within group and leadership. It was shown among those factors, however, that only the leadership has an effect on all the groups evenly. The horizontal conflict was influenced by such factors as educational level, mutual dependence, difference in goals, cooperation within group, and individual difference, when an important factor was the difference in goals for all the groups. Their attitude toward patients was influenced by the vertical conflict and age, but the vertical conflict was the most significant factor for the medical specialists. In conclusion, it is required to control properly the conflict between employees as well as between profession group and to execute good leadership, so as to improve patients' satisfaction which is the key goal of hospital.

• Proceedings of the Korean Society for Quality Management Conference
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• 2007.04a
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• pp.70-75
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• 2007

The university organization is getting more and more complicated both in function and size these days, and the particularity of university organization inherently has quite a few element of internal conflict. To cope with the rapidly changing university society, together with the all-out effort of university CEO, it is necessary to pay attention to the administrative employees who can really contribute to the organizational competitiveness a lot. The Service Quality Management provides the action guidelines to every individual members of organization and alternatives to the problems the organization is facing. According only Service Quality Management can improve the efficiency of the organizational management and the job efficiency of individual members. Thus, in actual proof researching, we conduct and analyze how the university industries do Service Quality Management such as 6 sigma through survey researching.

• Korean journal of communication and information
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• v.52
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• pp.27-47
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• 2010

This study analyzes the latest statistics for 3 years based on the traits of market environment, internal organization characteristics(the size and distribution of workforce), and financial structure, and then, investigates the interactivity traits and drawbacks between organization and market environment, among the local broadcast stations, and, among the type of work in the internal organization, by interviewing with broadcasters working at the local stations. Major findings of this studies are : at first, statistically, the conditions of local market environment, the size of local station workforce, financial structure are very poor. And, the interactivity among the local broadcast stations have so many difficulties because of a conflict of interest. So, for getting over a difficult situation at the local stations, in addition to planning to support local stations with various policies, government and local stations should seek for solution to overcome the conflict of interest jointly.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.109-122
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• 1997

This Study was dosigned to test the relationship between effectiveness of nursing organization and related variables of organization on the perspectives of total quality management, The data were collected through self reported questionnaires from 138 nurses working in, 288 patients hospitalized in one tertiary hospital in Seoul from May 30 to October 10 in 1996. The data were analyzed by using the pc-SAS program. The information was obtained of descriptive statistics, correlation analysis, multiple regression, ANOVA & Tukey's multiple comparison test. Results showed that the managing change, the managing job design, the managing conflict, the formation and the centralization of nursing organization structure were shown to be relating variables for nurses' job satisfaction. Especially the managing change was the predictor of nurses' job satisfaction, It explained 57% of total variance. According to clustor analyses of the variables of the managing change, the managing job design, the managing conflict, the nursing units were divided three clusters and according to ANOVA, there was significint difference in nurses' job satisfaction The nurses' job satisfaction was higher in the nursing units revealed to have high job management score. But there was no significant difference in patient satisfaction among three clusters.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.803-811
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• 2021

A family business is a company where most of its capital and the management position is owned by family members (clan). The leader plays an important role in defining an organization, thus influencing the organization's success. A leader who has a leadership style based on family (clan) relation has the facilitator's role when conflict appears within the organization. This research aims to find the impact of the democratic leadership model on a family business that adopts the clan cultural organization. The independent variable of this research is the democratic leadership model. Meanwhile, the dependent variable is the clan culture within the organization. This research uses a quantitative method with a descriptive and causality type of research. This research population is PT Global Avionika Indonesia staff, where the data was acquired by distributing questionnaires using a saturated sampling technique. The finding in this research shows a positive and significant impact of the democratic leadership model on the clan culture within the organization PT Global Avionika. The determination test also points out that democratic leadership models affect 19.8 percent of the clan culture within the organization, and the rest of 80.2 percent were affected by other factors that were not covered in this research.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.4
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• pp.564-573
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• 2006

Purposes: This study was to provide basic data to explain the effect of the organizational effectiveness factor on hospital nursing, to construct an appropriate model to examine the validation and relationship with variables and to provide basic data for improving the organizational effectiveness of hospital nursing. Method: This study was a descriptive correlation research. Subjects of the study were 348 nurses, 219 patients, and 89 nurses for nursing quality. Twelve measurement variables and nine paths were established in the hypothetical model. Results: The fitness indices of the model were GFI=0.91, NFI=0.90, and PGFI=0.49. Five among the nine paths proved to be statistically significant : level of nurse manpower to organizational effectiveness, conflict to organizational effectiveness, organizational climate to organizational effectiveness, level of nurse manpower to organizational climate, and leadership to organizational climate. Level of nurse manpower and leadership influenced organizational climate. Organizational climate accounted for 43% by the predictor variables, and the level of nurse manpower, conflict, and organizational climate influenced the organizational effectiveness, which accounted for 77% by the predictor variables. Conclusion: This study identified that the level of nurse manpower, leadership, conflict, and organizational climate are important factors affecting organizational effectiveness.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.6
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• pp.95-104
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• 2022

This study investigates the complex mechanism of work-family conflict affecting counterproductive behavior of employees based on resource conservation theory and 417 valid samples by using polynomial regression and response surface analysis. Counterproductive work behavior refers to any intentional behavior of an individual that has potential harm to the legitimate interests of the organization or its stakeholders. Results show that first, work-to-family conflict (WFC) and family-to-work conflict (FWC) had four matching types. Compared with "high WFC-low FWC," "low WFC-high FWC" and "low WFC-low FWC" matching conditions, the employee self-control resource depletion and counterproductive work behavior (CWB) are at their highest under "high WFC-high FWC" congruence matching condition. Second, the joint effect of WFC and FWC has a U-shaped relationship with counterproductive behavior. Compared with the "high WFC-low FWC" match state, the level of CWB in the "low WFC-high FWC" match state is higher. Third, the depletion of self-control resources played a mediating role in the effect of WFC on counterproductive behavior. Fourth, emotional intelligence moderated the relationship between the congruence of WFC and FWC and self-control resource depletion. Emotional intelligence was higher, and the positive relationship between the congruence of WFC and FWC and self-control resource depletion was weaker.