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dc.contributor.authorErkutlu, H.en_US
dc.contributor.authorChafra, J.en_US
dc.date.accessioned2019-02-06T11:46:42Z
dc.date.available2019-02-06T11:46:42Z
dc.date.issued2015en_US
dc.identifier.issn1935-519X
dc.identifier.urihttp://hdl.handle.net/11693/48954
dc.description.abstractPurpose – The purpose of this paper is to examine the relationships between conflict management styles (CMS) used by leaders and organizational identification of their followers as well as to test the mediating effects of psychological safety and employee voice on that relationship. Design/methodology/approach – Data were collected on site from 1,023 employees in 13 multinational companies in Turkey. The mediating roles of psychological safety and employee voice on the CMS and organizational identification relationship were tested using ordinary least squares regression analyses. Findings – The results show that cooperative CMS is positively and significantly correlated with organizational identification. In addition, the results of the hierarchical multiple regression analyses support the mediating effects of psychological safety and employee voice with regard to the relationship between CMS and organizational identification. Practical implications – Given that cooperative CMS are associated with valued organizational outcomes such as higher employees’ commitment, trust and satisfaction in leaders and citizenship behaviors, organizational efforts to foster cooperative CMS should prove fruitful. Moreover, focussing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that CMS will increase level of employees’ identification with their organizations. Originality/value – The value of this study is its original contribution to the research literature, as no previous studies, which incorporated CMS, organizational identification, and psychological safety and voice behavior as mediating variables were found during the exhaustive literature review. Keywords Voice behaviour, Psychological safety, Conflict management styles, Organizational identification Paper type Research paperen_US
dc.language.isoEnglishen_US
dc.source.titleAmerican Journal of Businessen_US
dc.relation.isversionofhttps://doi.org/10.1108/AJB-06-2013-0040en_US
dc.subjectConflict management stylesen_US
dc.subjectPsychological safetyen_US
dc.subjectVoice behaviouren_US
dc.titleThe mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identificationen_US
dc.typeArticleen_US
dc.departmentTourism and Hotel Managementen_US
dc.citation.spage72en_US
dc.citation.epage91en_US
dc.citation.volumeNumber30en_US
dc.citation.issueNumber1en_US
dc.identifier.doi10.1108/AJB-06-2013-0040en_US
dc.publisherEmerald Publishing Limiteden_US
dc.identifier.eissn1935-5181


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