On the etiology of conflict cultures

Conflict has long been conceived as a fundamental part of all organizational systems. Yet the literature on conflict is largely divorced from its organizational roots and instead focuses on general processes of conflict management at the individual and small group levels of analysis. To re-establish the organizational basis of conflict, we develop a macro-theory of conflict cultures, or shared norms that specify how conflict should be managed in organizational settings. We propose a typology of conflict cultures that draws upon two dimensions - active versus passive conflict management norms and agreeable versus disagreeable conflict management norms - and discuss the etiology of four distinct conflict cultures: dominating conflict cultures (active and disagreeable), collaborative conflict cultures (active and agreeable), avoidant conflict cultures (passive and agreeable), and passive-aggressive conflict cultures (passive and disagreeable). We discuss top-down processes (e.g., leadership, organizational structure and rewards, industry, community, and societal factors) and bottom-up processes (e.g., personality, demographics, values and social networks) through which these conflict cultures develop. We explore both positive and negative organizational outcomes associated with each conflict culture, as well as moderators of proposed effects. We conclude with theoretical, practical, and empirical implications of a conflict culture perspective.