Authors : Temitope Adetoun Funsho, Olaleke Ogunnaike, Binuomote Micheal Olayinka, Taiye Borishade, Boma Johnson and Comfort Imuzeze
Abstract: nflict is said to be ubiquitous, meaning it is found everywhere there is an existence of human relationship. The differences in views among people or organisations can results to group competition on scarce resources, goal attainment, ideas generation, value creation and motives that may eventually reflects elements of conflict within the organisation. For disruptive innovation to take place in an institutional environment also conflict is inevitable. However, there are conflicting views among scholars as regards the management of conflict in an enterprise, especially, higher education institutions. While some scholars considered conflict management as the same as conflict resolution strategies, few scholars opined that conflict could be managed through the basic functions of management such as planning, organising as well as controlling. This study draws its strength from the second school of thought as well as from dual concept theory. Extant literature were systematically reviewed and relevant concepts were reappraised and discussed. For the purpose of developing a measuring scale in this regard, interviews were conducted and the developed questionnaire was assessed by experts in the field. The necessary psychometric values were ascertained through the aid of SPSS. This study has contributed to the body of knowledge by providing a handy measuring scale for the future researchers in the area of conflict management. The study recommends that management of an enterprise and that of higher education institutions must plan and put structures in place that will help to control conflict and harness the possible benefits of conflict for disruptive innovation.
Temitope Adetoun Funsho, Olaleke Ogunnaike, Binuomote Micheal Olayinka, Taiye Borishade, Boma Johnson and Comfort Imuzeze, 2020. Scale Development for Conflict Management in Academic Environment: Old Wine in a New Bottle. International Business Management, 14: 105-115.