Does ethnic conflict impede or enable employee innovation behavior? The alchemic role of collaborative conflict management

Carol Reade and Hyun-Jung Lee

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: Purpose The main objective of the study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain, and whether a collaborative conflict management style adopted by supervisors plays a moderating role. Design/methodology/approach Drawing on the conflict, organizational behavior and innovation literature, the study examines the main and interaction effects of employee sensitivity to ethnic conflict, organizational frustration, and collaborative conflict management style of supervisors on employee engagement with colleagues to innovate products, services, and job processes. Hypotheses are tested using hierarchical regression analysis, controlling for ethnic diversity in workgroups. Findings Employee innovation behavior is greatest when employee sensitivity to ethnic conflict is high, organizational frustration is low, and when supervisors are perceived to be highly collaborative in managing conflict, regardless of whether the workgroup is ethnically homogenous or diverse. Research limitations/implications The research findings expand our knowledge of the effects of sociopolitical conflict on employee behavior and the role of collaborative conflict management. Future research can address limitations including self-reports, cross-sectional design, and single country setting. Practical implications The findings suggest that employee innovation behavior can be enhanced through developing collaborative conflict management skills of those in leadership positions. Originality/value This is the first study to empirically examine the influence of ethnic conflict on employee innovation behavior, and is of value to businesses operating in conflict settings.

Keywords: ethnic conflict; employee innovation behaviour; organizational frustration; collaborative conflict management; Sri Lanka (search for similar items in EconPapers)
JEL-codes: J50 (search for similar items in EconPapers)
Date: 2016-04-11
New Economics Papers: this item is included in nep-hrm and nep-ino
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (5)

Published in International Journal of Conflict Management, 11, April, 2016, 27(2), pp. 199-224. ISSN: 1044-4068

Downloads: (external link)
http://eprints.lse.ac.uk/65613/ Open access version. (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ehl:lserod:65613

Access Statistics for this paper

More papers in LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library LSE Library Portugal Street London, WC2A 2HD, U.K.. Contact information at EDIRC.
Bibliographic data for series maintained by LSERO Manager ().