Ogungbile, Zechariah (2025) Cross-Cultural Conflict Resolution In Multinational Corporations: A Nigeria-UK Comparative Study. Masters thesis, York St John University.

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Abstract

This study explores how national culture shapes the way managers handle conflict in multinational organisations operating in Nigeria and the United Kingdom. Unresolved conflict undermines collaboration, and generic approaches rarely work in cross-cultural contexts. By focusing on these two countries, the research fills a geographical gap in the literature and addresses a common methodological issue: the ecological fallacy, where national averages are wrongly assumed to reflect individual cultural orientations.

The research set out to compare the dominant conflict resolution strategies used by managers in both countries, examine how cultural dimensions such as Power Distance, Individualism versus Collectivism, and Uncertainty Avoidance influence those choices, and assess how managers judge the effectiveness of different approaches in light of their cultural values.

A comparative, cross-sectional, mixed-methods design was used. Twenty managers, ten from each country, completed the Thomas-Kilmann Conflict Mode Instrument to assess their conflict styles and the Cultural Value Scale to measure their individual cultural orientations. Their experiences and views were also captured through open-ended questions.

The findings highlight clear cultural differences. Nigerian managers leaned strongly towards Compromising, with frequent use of Avoiding and Accommodating, shaped by higher levels of Collectivism and Power Distance. For them, effectiveness often meant preserving relationships and maintaining group harmony. UK managers also favoured Compromising, but were more likely to choose Competing, reflecting lower Power Distance and higher Individualism. In their context, effectiveness was linked to fairness, directness, and transparency. Strikingly, both groups recorded almost identical scores for Uncertainty Avoidance, challenging Hofstede’s national-level results and offering strong evidence against the ecological fallacy. This suggests that globalised work settings may be driving convergence in some cultural dimensions.

Overall, the research shows that culture shapes not only how conflict is viewed but also what counts as a successful resolution. It strengthens Hofstede’s model with fresh qualitative insights while providing rare empirical evidence against the ecological fallacy. For practice, it points to the need for culturally responsive training, HR policies that recognise cultural differences, and leadership development that adapts to varied contexts.

Item Type:	Thesis (Masters)
Status:	Unpublished
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
School/Department:	London Campus
URI:	https://ray.yorksj.ac.uk/id/eprint/13786

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