Tareq Ahmed Ali Ahmed, Alaa
(2019)
The Effects of Conflict Transformation on Knowledge Creation Within Organizations in the Kingdom of Bahrain.
Doctor of Business Administration thesis, University of Liverpool.
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Abstract
Conflicts have evolved into complex structures, encompassing actors, issues and goals that are both dynamic and interweaved (Galtung and Fischer, 2013). The organization under study had been experiencing such complex forms of conflict and further investigation was called for due to the presence of continual episodes of interpersonal conflicts among its stakeholders. The non-linear, multifaceted nature of the conflict led to the selection of the conflict transformation approach as a means of addressing the issue as, according to Miall (2004), conflict transformation is a reconceptualized expansion of the more generic field of conflict resolution. Various manifestations of organizational issues had been observed, including impaired internal functions, interruptions to business, and high staff turnaround, which increased the cost of recruitment and training. Furthermore, the general decline in the health of the organization, as a result of the persistent conflict between its stakeholders, was combined with compromised levels of knowledge creation, evidenced by its weak competitive position, and lack of agility, creativity and responsiveness. To address this situation, this research explores ways in which conflict transformation can be applied to organizational conflict in the Kingdom of Bahrain and identifies its effects on knowledge creation. This research, which is rooted in practical relevance, was conducted in a training and consultancy firm located in the Kingdom of Bahrain, using action research in conjunction with interpretive methodology. As derived from the findings of the research, the organization under study incorporated four elements of organizational conflict transformation into its culture, namely a. communication, b. momentum, c. inclusiveness and d. reduced levels of past unaddressed organizational conflict; post-action evaluation was then conducted in four separate phases. This research makes two distinct contributions to knowledge and professional practice. First, the research establishes that incorporating the above-mentioned four organizational conflict transformation elements into the organizational culture is an effective means of implementing conflict transformation in organizations operating in the Kingdom of Bahrain. Second, the effect of organizational conflict transformation on knowledge creation within organizations operating in the Kingdom of Bahrain is found to be positive.
| Item Type: | Thesis (Doctor of Business Administration) |
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| Divisions: | Faculty of Humanities and Social Sciences > School of Management |
| Depositing User: | Symplectic Admin |
| Date Deposited: | 03 Mar 2020 11:39 |
| Last Modified: | 19 Jan 2023 00:08 |
| DOI: | 10.17638/03071590 |
| Supervisors: |
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| URI: | https://livrepository.liverpool.ac.uk/id/eprint/3071590 |
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