Shaping Organizational Success: Do Conflict Management Strategies Drive Performance Through Trust-Building in Ethiopian Public Bureaus?

Abstract

This study examined the effect of conflict management strategies on organizational performance, mediated by trust building, within public bureaus of the Oromia Region, Ethiopia, by employing a quantitative research approach that includes descriptive and explanatory research design. The study sought to uncover the underlying mechanisms through which conflict management practices influence organizational outcomes. A quantitative component involving a survey of 225 managers at different levels employed descriptive statistics, CFA, and SEM to examine the hypothesized relationships. The findings revealed a compelling picture of the effect of conflict management strategies on organizational performance. Specifically, the study demonstrated that cooperative conflict management styles, such as compromising and integrating, were positively associated with both trust building and organizational performance. Conversely, dominating behavior exerted a detrimental influence on these outcomes. Importantly, the study identified a partial mediating role of trust building in the relationship between certain conflict management strategies (compromising, integrating, and avoiding) and performance. These results underscore the critical importance of fostering a collaborative and trust-based organizational culture within public bureaus in Oromia, Ethiopia. Public bureaus can significantly improve their performance and achieve desired outcomes by prioritizing cooperative conflict management approaches and implementing strategies to enhance trust. The research has some limitations including potential social desirability bias and contextual nuances. The study implies that exploring the relationships among conflict management strategies, trust, and performance contributes to a deeper understanding of organizational behavior dynamics.