Conflict Management as a Managerial Competence: Integrating Theory and Evidence from Healthcare Organizations

Abstract Purpose: Conflict is an intrinsic element of organizational life. Effective management can be a strategic lever for organizational success. In light of this, the objective of this article is to outline a theoretical and empirical framework for the phenomenon of conflict styles. Design/methodology/approach: The authors based this research on qualitative and quantitative analysis. Data were collected through the administration of a modified version of the Rahim Organizational Conflict Inventory II (ROCI II) (Rahim, 1983) – Module B. This instrument consists of 28 items. The authors conducted a survey on the conflict management style of hospital managers with their subordinates. The survey sample consisted of 42 hospital managers. Results: The results of this study highlight the main theoretical frameworks related to conflict management within organizational theory. Furthermore, the empirical investigation conducted using the ROCI II – Module B questionnaire provides significant insights into conflict management methods in modern hospital organizations. Originality/value: This article provides significant contributions to the understanding of conflict management processes, offering both an updated theoretical framework and empirical evidence useful for validating the ROCI II – Module B model in the context of healthcare organizations.