ارائه الگوی مدیریت تعارض در محیط‌های کاری چندفرهنگی: مطالعه موردی وزارت کشور

محمد   یزدانی منش; فاطمه سهرابی; کیومرث احمدی

Authors

Mohammad Yazdanimanesh PhD Student, Department of Management, Sa.C., Islamic Azad University, Sanandaj, Iran Author https://orcid.org/0009-0002-1220-7001
Fatemeh Sohrabi Department of Management, Sa.C., Islamic Azad University, Sanandaj, Iran https://orcid.org/0000-0001-6600-3472
Kumars Ahmadi Department of Management, Sa.C., Islamic Azad University, Sanandaj, Iran Author https://orcid.org/0000-0003-4874-8993

Keywords:

Model, Conflict Management, Multicultural Work Environments, Organizational

Abstract

This study aimed to develop and validate a comprehensive model of conflict management in multicultural work environments within the Ministry of Interior, emphasizing contextual determinants, conflict-management strategies, and organizational outcomes. This applied-developmental study employed an exploratory sequential mixed-methods design. In the qualitative phase, a descriptive–interpretive phenomenological approach was adopted, and semi-structured interviews were conducted with 15 managers, senior experts, and academic specialists selected through purposive sampling. Data were analyzed using Braun and Clarke’s six-phase thematic analysis with MAXQDA. In the quantitative phase, 365 employees and experts of the Ministry of Interior were selected through stratified random sampling and completed a researcher-developed questionnaire derived from the qualitative findings. The measurement and structural models were assessed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS. Structural equation modeling indicated significant relationships between multicultural workplace conflict management and the ecosystem and contextual conditions (β=0.941, t=86.805), process and strategic architecture (β=0.931, t=80.962), and organizational sustainability and excellence (β=0.909, t=61.995). At the second-order level, path coefficients were 0.806 for structural rigidity and distributive injustice, 0.832 for process inefficiency and trust-eroding technology, 0.778 for environmental pressures and macro-level crises, 0.873 for cultural and identity divides, 0.935 for avoidance culture and behavioral competencies, 0.929 for intelligent conflict-management strategies, 0.876 for psychological burnout, 0.920 for instability and insecurity, and 0.825 for conflict transformation and organizational excellence. All estimated paths were statistically significant. The proposed model conceptualizes conflict management in multicultural workplaces as an ecosystemic, multilayered phenomenon requiring simultaneous attention to structural, environmental, cultural, behavioral, and strategic factors. Effective management therefore requires moving beyond conventional conflict resolution toward conflict transformation. Such an approach can reduce psychological burnout and organizational instability while facilitating trust restoration, organizational learning, innovation, constructive interaction across cultural boundaries, and sustainable organizational excellence.

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