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Work-Groups Conflict at PetroTech-Italy, S.R.L.: The Influence of Culture on Conflict Dynamics
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Author(s): Angelo Camillo (Woodbury University, USA), Loredana Di Pietro (University of Molise, Italy), Francesca Di Virgilio (University of Molise, Italy)and Massimo Franco (University of Molise, Italy)
Copyright: 2013
Pages: 18
Source title:
Cultural and Technological Influences on Global Business
Source Author(s)/Editor(s): Bryan Christiansen (PryMarke, LLC, USA), Ekaterina Turkina (HEC Montreal, Canada)and Nigel Williams (Bournemouth University, UK)
DOI: 10.4018/978-1-4666-3966-9.ch015
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Abstract
Field experts take numerous approaches to modeling how culture influences groups in dealing with interpersonal conflict and its dynamics. Researchers investigate cultural traits that may predict a range of cultural conflict behaviors. In addition, anecdotal evidence shows that researchers continue to take up a constructivist approach of identifying the centrality of cultural influence that causes work related conflicts. This study attempts to determine the different types and levels of conflicts within a multicultural workforce by considering various factors such as ethnicity and geographic and lingual diversities within the global context. The scope is to find possible solutions to reduce and/or eliminate group related and, to a certain extent, individual conflicts within the work place, which have become a matter of concern for any international organization. The findings reveal systematic conflicts between and within work-groups and suggest that regardless of type, relationship, and process, conflicts are detrimental to the operation and total outcome. Those conflicts have a negative impact on performance in the production, especially when they escalate. Displays of interpersonal hostility (yelling, name-calling, throwing things at people and making derogatory inferences about others’ own cultures) prevent productive work in all groups, which are inefficient and do not seem motivated to complete their tasks. Increased bickering and hostile behaviour inhibits talking about and working on the immediate task. To a certain extent, the situation could be described as a “toxic working environment.” A key finding reveals through interviews and participative and non-intrusive observations demonstrated that members of these work-groups are psychologically distressed when there are frequent arguments about interpersonal issues. Consequently, the intrinsic problems which escalate over a five year period, together with extrinsic economic problems due to the global economic downturn, cause the company to have high cost of labor and material. With less than expected sales and, operational destruction due to distress about going concern, PTI is put to challenge. Hence, PTI faces a serious test in solving the existing group conflicts. Failure to improve the working relationships could jeopardize the strategic going concern of the company.
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