How Cultural Differences Influence Conflict Within an Organization: A Case Study Of Near East University (Published)
The culture that people come from has played an important part in shaping any society. Almeida (2002) defined culture as the behaviours, contents and the way people think. Culture is of vital importance since it assist in the way people live hence articulating the manner in with information among people is administered. Miscommunication often arises due to the differences in cultures that exist hence this leads to people misunderstanding others cultural contexts. Individuals from certain cultures may deal with conflict easily while others tend to find it difficult in dealing with it amenably hence this leads to the system of sweeping it under the carpet (De Dreu et al., 2007). Conflict is triggered when there are cultural differences between individuals within an organisation or through general interaction with one another. This often leads to cross-cultural conflict which generally occurs in the context that individuals are not willing to understand each other’s diversity in cultures. The research study main objective is to examine the cultural differences that influence conflict within an organisation. The sampling techniques used was Quota Sampling were data was grouped according to ethnicities. Research study was qualitative in nature and made use of semi-structured interviews which were carried out with fifty participants from three ethnic groups. Data was analyzed using Qualitative Content analysis. Findings were put forward on ways management could reduce conflict by creating an environment were all cultures interact with one another freely.
Keywords: Conflict, Culture, cross-cultural conflict, cultural differences
Practical Lessions of the Merger Horizontal Success Creating Common Positive Value From Culture Of Corporate (Published)
The development history of Mergers and Acquisitions (M & A) a worldwide since 1895 has recorded many success stories. The perfect of M & A strategy helps companies achieve their business/development goals. However, besides the success, there are still M & A deals failing. According to a study by J.P. Morgan failure rates in the deal up to 40%. P. Gibbs,“European mergers of equals have ideal fundamentals to create value, yet Some disappoint”, Internal Analysis J.P. Morgan, 10. July 1998. Mergers and acquisitions (M & A) are transactions in which the ownership of companies, other business organizations or their operating units are transferred or combined. As an aspect of strategic management, M & A can allow enterprises to grow, shrink, and change the nature of their business or competitive position.
Keywords: Culture, Enterprise, Mergers and Acquisitions, Restructure