경영자의 갈등관리 유형과 경영성과에 관한 연구

The aim of this study is to empirically test the relationships between the managerial performance and the interpersonal conflict handling patterns of top executives in Korean firms. The analysis based on the data collected from 165 executives in 38 Korean firms. The results are as followes. First, four significant conflict handling patterns - active harmonist, collaborative competitor, temporary collaborativist, reactive compromiser - are extracted as a result of cluster analysis. Second, managerial performance of the active harmonists is the highest, and collaborative competitor and temporary collaborativist are the next, lastly mangerial performance of the reactive compromisers is the worst. Especially, there is significant difference between the active harmonists' mangerial performance and reactive compromisers'. Third, although there is no significant results, managerial performance of the active harmonists whose styles are more ballanced in five conflict styles is higher than the managerial performance of those collaborative competitors or temporary collaborativists who are strong in collaborative style. Forth, the pattern approach is more useful than the analytical one in studying the relationships between the conflict handling styles and performance. Lastly, the implications of this analysis and the limitations of the study are then discussed.