Cultural Influences on Styles of Handling Interpersonal Conflicts: Comparisons Among Jordanian, Turkish, and U.S. Managers

Abstract

This study reports the results of surveys of conflict management styles of 215 Turkish and 134 Jordanian managers. Managers in both countries showed a resemblance to each other, and to their U.S. counterparts, in reporting a clear preference for the collaborative style in handling conflicts. The two countries differed both from each other and the U.S. in preferences for the remaining styles, notably forcing and accommodation. Conflict management styles were also found to be affected by the position of the other party, i.e., whether he/she is a subordinate, superior, or peer in both countries. Once again, differences between the two Mideastern countries were as marked as differences between them and the U.S. The paper discusses the theoretical and practical implications of these findings for comparative management.