第 55 卷 第 4 期
2020 年 8 月
JOURNAL OF SOUTHWEST JIAOTONG UNIVERSITY
55 No. 4
Aug. 2020
ISSN: 0258-2724 DOI：10.35741/issn.0258-2724.55.4.38
Regular Article Social Sciences
C
ONFLICT
M
ANAGEMENT
M
ODEL OF
O
RGANIZATION FROM
M
OLUCCA
’
S
C
ULTURAL
P
ERSPECTIVE
从组织文化的角度看组织冲突管理模型
Albertus Fenanlampira,* a
Study Program for Physical Education, Health and Recreation, Faculty of Teacher Training and Education Pattimura University, Ambon, Indonesia,
*Corresponding author: A. Fenanlampir, email: fenanlampir29@gmail.com
Received: April 20, 2020 ▪ Review: June 16, 2020 ▪ Accepted: July 23, 2020
This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0)
Abstract
The purpose of this research is to examine the influence of consumer sentiments on purchase intention toward foreign products and to determine which personality traits are responsible for the formation of consumer sentiments. In this study, we employed Structural Equation Modeling to test the research model using data collected from a survey of 400 young Vietnamese consumers in Ho Chi Minh City. The results provide empirical evidence of the positive impact of consumer cosmopolitanism and xenocentrism on consumers’ purchase intention toward foreign products. Furthermore, through this study, we indicated that certain personality traits shape consumer sentiments. Generally speaking, in the context of foreign consumption, there is an enhanced link between personality traits and purchase intention via the mediating role of consumer sentiments. Theoretical and managerial implications are also discussed.
Keywords: personality traits, consumer cosmopolitanism, consumer ethnocentrism, consumer xenocentrism, purchase intention 摘要: 这项研究的目的是检验消费者情绪对购买外国产品的意愿的影响，并确定哪些人格特质构 成了消费者情绪的形成。在这项研究中，我们使用结构方程建模法，使用从对胡志明市 400 名越 南年轻消费者的调查中收集的数据来检验研究模型。结果提供了经验证据，证明了世界主义和异 域消费主义对消费者购买外国产品的意愿产生了积极影响。此外，通过这项研究，我们表明某些 人格特质塑造了消费者的情绪。一般而言，在外国消费的背景下，人格特质与购买意愿之间的联 系通过消费者情绪的中介作用而增强。理论和管理意义也进行了讨论。 关键词: 人格特质消费者世界主义消费者民族中心主义消费者异国主义购买意向
I. I
NTRODUCTIONConflict within an organization can have a negative or positive impact on performance, depending on the nature of the conflict and how it
is managed. Thus, there is no reason to attempt to eliminate all forms of conflict, only those that hinder the achievement of organizational goals[1], [2], [3]. Previous research states that conflict in
organizations is something negative and leads to organizational divisions [4]. This view must be
abandoned because it inhibits optimal
performance [5], [6]. Disputes that occur in an organization are sometimes regarded as an indication something is wrong within the organization, that the organizational rules are not fulfilling their function [7]. This is an antiquated view that the mere existence of conflict is negative and the main task of a leader is to avoid and eliminate the conflict altogether [7]. However, in the modern view, it is understood conflict between individuals and between groups within the organization cannot be avoided and, in fact, optimal organizational performance requires a moderate level of conflict. As such, it holds there can be no positive change within an organizationwithout conflict [8],[9].
This study examines the internal conflicts
afflicting the Indonesian National Sports
Committee of Moluccas Province in 2004-2008. This paper shows how their conflicts were solved using this model To overcome the problems
arising from the deep-rooted conflict,
organizational leaders must understand the conflict management model in order to manage
conflict professionally towards a good
organizational life [10]. The organizational life is not only for organizations such as political, religious and other nonprofit organizations, but also includes sports organizations such as the Indonesian National Sports Committee.
Indonesian National Sports Committee of Moluccas is the only sport organization in Moluccas that has the authority to coordinate and foster every sport in Maluku. During the prolonged conflict in Moluccas from 1999 to 2002 and the lack of local government assistance funds in supporting sports in Maluku, it was found that the athletes’ achievements experienced a very significant increase in their athleticism. Sport achievements according to data held by Indonesian National Sports Committee of Moluccas Province since the participation of the Moluccas contingent in National Sports Week II in 1951 in Jakarta to National Sports Week XVII in 2008 in East Kalimantan, has an unstable achievement record. Prominent achievements of the overall implementation of National Sports Week are the implementation, National Sports Week X, XI, XV, and XVII. Two of the four achievements were obtained when Moluccas and the Indonesian National Sports Committee of Province were in a high-conflict escalation. These conflicts occurred in National Sports Week XV - 2000 in East Java, and National Sports Week XVII - 2008 in East Kalimantan (Ambon
Ekpres, 2015). Based on various empirical findings presented, it is suspected that there is a
close relationship between the conflict
management model associated with the cultural characteristics of the Moluccan people in improving sports achievement in Maluku. Thus, the main objective of this research is looking for the most ideal system that they should use based on their existing culture and society. It has even been implemented but has not realized it. Therefore, the conflict management model is explored in more depth.
II. L
ITERATURER
EVIEW A. The Need for a ConflictOne problem that often arises in organizations is the existence of conflicts between members or between groups. The existence of conflict must not only be accepted and managed properly, but must also be encouraged, because conflict is a power to bring about change and progress in the organization [11], [12], [13]. Conflicts between individuals in the organization cannot be avoided, but can be utilized in a productive direction when managed properly [14]. If the conflict is managed systematically, it can have a positive impact,
specifically, strengthening cooperation,
increasing trust and self-esteem, enhancing creativity and productivity, and increasing job satisfaction [15], [16]. But on the contrary, ineffective conflict management is by applying a severe sanction to opponents, and trying to suppress subordinates who oppose the policy so that the organizational climate gets worse and improves destructive nature [16].
Conflicts between individuals or between groups can be beneficial or detrimental to the survival of the organization [17]. Therefore, organizational leaders are required to have the ability to manage conflict so that they can utilize conflict to improve organizational performance and productivity [18]. Conflict management involves activities: (1) Stimulate conflict, (2) Reduce or suppress conflicts, and (3) Resolve conflicts. Conflict stimulation is needed when the work unit experiences a decrease in productivity or there are groups that have not met the established work standards [19].
The methods used in stimulating conflict include: a) including members with attitudes and ways of behaving that are different from the
prevailing norms; b) restructuring the
organization, especially job rotation and
distribution of new tasks; c) conveying information that is in contrast to the habits experienced; d) increasing competition by
awards;and e) selecting more democratic leaders. The act of reducing conflict is carried out if the level of conflict is high and leads to destructive
actions,coupled with a decline in work
productivity within each section [20], [21]. Methods of conflict reduction by substituting goals that are acceptable to conflict-ridden groups, posing new challenges to both parties, and assigning tasks that must be conducted together so as to ensure friendship between group members. Meanwhile, conflict resolution is an initiate undertaken by the leader of an organization, while dealing with parties who are in conflict [22].
Every organization leader is different in responding to a conflict. The theory of conflict behavior posits that there are five ways in which people respond to conflict:avoid, accommodation, competition, compromise, and cooperate [23], [24]. Under avoidance, one or both parties try not to get involved in a problem that can cause discordances or acrimony. The tendency to avoid conflict can also be based on a viewpoint that conflict can be detrimental and deemed rude. Avoiding conflict is a wise act when the issue of conflict is not important and the negative impact is greater than the benefit [25].
Competition or rivalry are a form of peaceful struggle that occurs when two parties compete or scramble to achieve a common goal [26], [27], [28]. Competence has a close relationship with skills, knowledge, behavior, strategies, values, attitudes and abilities formally [29], [30]. Competition can be detrimental if the individual or group struggle in pursuing various desires by sacrificing others [31]. Each party feels that there must be a winner and one who is defeated in a conflict. Competing parties use various strategies to win competition in the form of threats, arguments, or persuasion [32]. Competition can run regularly and honestly if both parties recognize the norms for fair competition. Without clear rules, competition easily develops into uncontrolled disputes.
Collaboration is a willingness to accept the needs of others [33]. In collaboration there are opportunities to meet the interests of both parties in the conflict. Cooperation or collaboration is very useful if each party that is in conflict has a different purpose and compromise is not possible. The way of collaboration allows both parties involved in the conflict to work together and seek a complete and satisfying problem solving. The purpose of collaboration is to get the desire of each group, so that both parties win and no one is defeated [34].
The method of collaboration can be used if the parties involved in the conflict want to satisfy all parties involved in the conflict and seek mutually beneficial outcomes. The method of cooperation is applied if each party is interdependent in work,
and the objectives cannot be achieved
individually or in groups. In addition,
collaboration techniques to achieve commitment by entering various interests into consensus. Conflict can be done the following approaches, 1) confrontation, 2) negotiation and bargaining, 3) absorption.
Confrontation techniques are problem solving to reduce tension through face-to-face meetings between groups that are in conflict. The purpose of the meeting is to get to know the problems and solve them. Conflict groups are given the opportunity to debate openly on various topics and discuss all relevant issues until a decision is reached. Negotiation and bargaining techniques are negotiations bringing together two parties with different interests to reach an agreement. Each party brings a series of proposals which are then discussed and implemented. Each member is then discussed and implemented. Each member realizes the importance of bargaining to resolve the debate, each of which lowers its optimal demands to reach a meeting point. In the negotiations, nothing was defeated, all parties avoided feeling that they had won demands. Optimal so that it reaches a meeting point. In negotiations, nothing reaches the point of course. Absorption technique, which is how to manage organizational conflicts between large groups and small groups. Small groups get part of what they want but as a consequence must take responsibility for their implementation.
The use of each conflict control method will pose a risk and impact on the continuity of the organization. Ideal management is a goal that can be achieved and the relationship between the parties involved in the conflict remains good[35]. Each approach has its own peculiarities and the ability to recognize various methods of conflict resolution can provide an important basis for dealing with any conflicts that arise. Good
conflict management is preceded by
identification of conflict sources and types of conflict, knowing the process of conflict, classification of conflicts based on profits and losses for the continuity of the organization, choosing an approach in accordance with the problems and objectives to be achieved.
B. The Essential of Culture and Sport in Moluccas
Culture is owned by every society, in its difference that one community culture is more advanced than the culture of another, in its development to fulfill all the needs of its people. Work entitled Culture: a critical review of concepts and definitions, describes the review of scholars on seven cultural elements, including: the social system (kinship system, political organization, legal system, marriage system) and Religion (belief system) [36].
Regarding the universal culture above, what attracts the attention of the writer to be studied further is the social and religious systems. Both elements of this culture are enough to contribute to the characteristics of the community, physical activity and sports organizations in Maluku. This activity occurs in a social interaction which according to experts is generally divided into three types of interactions, namely; cooperation, competition and opposition. If the explanation is used in the description of Moluccas society in general, cooperation and conflict are the most prominent, while competition is relatively weak. There are several expressions in Ambon Malay language to describe the symptoms of conflict, among others; baku potong (fighting with machetes), baku hantam (fighting/fist fight) and so on. Competition as a third function of social interaction, only exists in a relatively weak form. Some forms of social interaction that are said to often lead to division, can be classified as competition and not contradiction. Here are some characteristics of the Moluccans: they are religious, they see the attitude of life in togetherness, love of unity (collectiveness); they are fair and open, deliberate to consensus, cheerful, aggressive, good singing but also brave in upholding the truth and channeled through sports (boxing) and the like, they have self-esteem and an attitude of partiality in life (pro-life and pro-existence) [37].
Furthermore, it is said that the Moluccans are not the type of people who like playing sticks from behind. If they are challenged, they always face it openly, face to face. The Moluccan boys are brave, they dare to fight but also immediately want to live in harmony, without feelings of resentment, or betrayal if it has been resolved customarily. They are emotional, but their emotions will soon disappear.
III. M
ETHODS/M
ATERIALSA. The Approach and Types of the Research
The approach and type of research used in this study is Qualitative Naturalistic. Qualitative
research is not employed as a method, but as an approach, meaning that qualitative or naturalistic inquiry research is research carried out in a natural setting [48].
B. Data Source
To obtain data about the Moluccas cultural characteristics and the conflict management model that should be applied to sports organizations in Moluccas, in order to be functional, the data source is the chairperson and former chairperson of the Indonesian National Sports Committee in Moluccas and in the district/city. Then, the management and trainers of the Indonesian National Sports Committee in Moluccas and in the district/city. The data collection techniques used are documentation studies and in-depth interviews.
C. Data Collection Techniques
In this study, data collection is carried out in
natural conditions where data collection
techniques can be done by observation, interviews, and documentation.
1) Observation
Through observation, the researcher can learn about behavior and analyze it to understand the meanings attached to those behaviors [49]. From
these kinds of observations, alternative
observations used were participating observations. This is because the researcher has been a member of the management of the Indonesian National Sports Committee in Moluccas Province since 1992 until now and has always been directly involved in organizational activities.
2) Deep interview
Several types of interviews, namely 1)
structured interviews, 2) semi-structured
interviews, and 3) unstructured interviews [50]. To get more complete and detailed data, structured interviews were conducted with key informants, including the chairperson and former chairperson of the Indonesian National Sports Committee in Moluccas, the management of Indonesian National Sports Committee in Moluccas, the trainers, and athletes.
3) Documentation
The documentation was in the form of taking pictures and the results of interviews with informants consisting of chairpersons of the Indonesian National Sports Committee in
Moluccas Province, the management of
Indonesian National Sports Committee in Moluccas, the trainers, athletes, as well as
cultural observers and academics from Pattimura University Ambon.
D. Research Instruments
In this study, the main research instrument is the researcher himself. Therefore, researchers as instruments must also be "validated" regarding how far researchers are ready to conduct further research into the field. Researchers, besides acting as research managers, also cannot be
replaced by other instruments such as
questionnaires.
E. Data Analysis Technique
The data analysis technique used in this study is qualitative data analysis in the form of data reduction, data display, and drawing/verifying conclusions.
Data Validation
1. Credibility
In order for the process and results of research to be accepted or trusted, several criteria need to be met, namely: length of research, detailed
observation, triangulation, per debriefing,
negative case analysis, comparing with other research results, and member check.
2. Prolonged Engagement
For the sake of the validity of the data, the author has made an extension of the observation three times until the researcher feels that the desired data is sufficient from the research time limit set by the Moluccas Province National Unity and Political Body for two months, from 12 June to 11 August, 2009. Two months after being used by the researchers to look for informants to conduct interviews, it turns out that the data obtained is still inadequate;hence the research period for the second phase has been extended by eight months.
3. Persistent Observation
With continuous observations, researchers have been able to provide accurate and systematic data descriptions of how the characteristic culture of the Moluccas and the conflict management model can be applied to a functional level on the Moluccans’ sports achievements.
4. Triangulation
Triangulation is done usingdifferent
techniques, data sources and time. Triangulation of researchers’ techniques is done by asking the same question but with different approaches,
namely interviews, observation and
documentation. Similarly, triangulation of the source of the researcher is performed by asking the same question through different sources. Time triangulation is done by collecting data on various occasions, namely morning, afternoon and evening.
5. Peer debriefing
A peer discussion was conducted by inviting scholars from the fields of philosophy, sociology,
anthropology, culture, and physical and
recreational education and from various faculties within Pattimura University to obtain sufficient data.
6. Negative Case Analysis
Doing a negative case analysis means that the researcher looks for different data or data that is contrary to what has already been found. This is mostly obtained from informants about the following aspects: theconcentration of regional training, the time of transition to the training ground, the history of the formation of the Indonesian National Sports Committee in Moluccas Province, the causes of conflict, the leadership period and the management of Indonesian National Sports Committee, the patterns and strategies applied. After being confirmed with the informants, the negative data got an agreement so that it turned into data that was not different.
7. Member Check
Testing the credibility of the data by member check, is carried out by researchers by discussing the results of the research with data sources that have provided data through discussion. There are still resource persons who refute or add data, and want some data to be removed. This is then clarified again to get the certainty as expected. 8. Transferability
That transferability is external validity in quantitative research. Transferability deals with questions to what stage the results of this research can be applied or used in other situations. Therefore, so that others can understand the results of this study researcher need to describe in detail, clear, systematic and reliable so that it can be applied in other social situations.
9. Dependability
Dependability testing is carried out by auditing the entire research process. The audit was carried out by an independent auditor on all
research activities, ranging from when
entering the field, determining data sources, conducting data analysis, testing the validity of the data until drawing conclusions.
10. Confirmability
In this study confirmability test has been carried out simultaneously with the dependability test because confirmability testing means testing the results of the research, associated with the process carried out. Because the research results are a function of the research process carried out, the research has met the standards of confirmability. It is also expected by Creswell (2013) that in the research do not let the process not exist but the results are there.
IV.
R
ESULTS ANDD
ISCUSSION A. Moluccan Culture CharacteristicsMoluccas, known as a thousand islands, has a cultural background that is different from other regions in the country. These differences are seen by some regions as something that is not normal, because it is certainly different from the habits experienced in family life and society. That the Moluccan who live from gardening, foraging by hunting and challenging the ferocious waves in the sea affect their lifestyles, how to speak, so they have hard and high emotional characteristics. These characteristics make them very proud to pursue hard and individual sports because basically they have no fear of opponents. The sports that they really enjoy in Moluccas are also hard sports such as Boxing, Karate, Taekwondo, Athletics, Fencing, Canoeing and not teams such as Football and Volleyball. If in teams, it is necessary to identify team games that are predominantly individual elements such as team fencing, team canoeing, or double number badminton. They also have high sportsmanship, a sense of loyalty or very high tolerance for friends; so that they can sacrifice for friends, and can fight with the spirit of Lawamena Haulala (go on and on).
B. Moluccas’ Culture-Based Conflict Management Model
The impact of the conflict in Indonesian National Sports Committee in Province is functional and dysfunctional. Functional nature of conflict results in attitudes of competition, work creativity, group dynamics, and work motivation. While the dysfunctional impact produces low work motivation, just carrying out tasks, results are not optimal, and targets are not achieved. The impact of functional and dysfunctional conflicts then requires leadership
styles and approach models that are in line with the characteristics of Maluku's harsh and individual culture in order to have an impact on organizational productivity and the overall achievement of athletes. The failure of the Moluccas contingent in several National Sports Weeks, it was known that at that time the condition of the organization was very conducive and there never seemed to be conflict, in other
words the conflict did not appear in
organizational activities or at a very low level so that the organization was not ready to compete.
The question is even though the conflict occurred, but the achievement of Moluccas athletes actually increased. In contrast, when compared to Moluccas in a conducive condition, the opposite happened, namely the achievement of the Moluccas contingent actually declined. This condition attracted the attention of the researcher to examine further the existence of the conflict and the success of the Moluccas
contingent's achievements. Thus, various
supporting data in the field that has been obtained can provide clues about the situation so that the questions in the problem formulation can be answered. The following discussion of the results of the study as follows. Why is there a conflict in the leadership of Indonesian National Sports Committee in Moluccas Province? In uncovering why conflicts occur, based on the research findings in the previous chapter, some of the things were used as material for the following discussion.
Based on data from findings on focus analysis, it can be said that there is indeed a
multidimensional conflict in the sports
organization in Maluku, namely the Indonesian National Sports Committee in Moluccas Province. Conflict during the leadership period of 1996-2000 was a conflict involving various social layers in it. This can be seen as conveyed by the
Indonesian National Sports Committee
Management of Moluccas Province from 1984 to 2012, (7 management periods).
The conflict in the Indonesian National Sports Committee in Moluccas Province has many but not too prominent as in the period 1996-2000 and 2004-2008. In 1996-2000 the conflict occurred thoroughly with ethnic, religious, racial and intergroup nuances. Whereas the 2004-2008 conflict was caused by many times between within management "seng sun en" (not matching each other) in various ways since every person usually considered himself to know better than the others that resulted in split within management.
For management and members of the Indonesian National Sports Committee in the
Moluccas province, feelings of dissatisfaction and irritation at work have sparked conflict. Informants from the committee said that the conflict occurred during the management period
and cited a lack of coordination and
communication between the members of the Indonesian National Sports Committee. Yohanes Sopacua, a Moluccas’ canoeing trainer, stated:
In the term of office before 2004, there was a lack of hearing about the conflict, but during the 2004-2008 term, there was a lack of coordination with the board and members of Indonesian National Sports Committee.
Similarly, archery trainers and management in Moluccas stated that the conflict in the Indonesian National Sports Committee of Moluccas Province exists and happened because of the lack of communication between the leadership and his followers [38]. The leadership of the Indonesian National Sports Committee also failed to cooperate effectively with administrators, with leaders from the regional training center task force for National Sports Week XVII, and with Indonesian National Sports Committee members from the Regency/City organization center for branch sports and the Functional Sports Agency. According to Marla Sopacua, the deputy leader of the regional training center task force for National Sports Week XVII in East Kalimantan:
The Indonesian National Sports Committee leader at that time did not have a good cooperation building so the task force and provincial administrator felt aggrieved by the financial realization problem, the proposal from the provincial administrator to Indonesian National Sports Committee, and the coaching costs of each provincial administrator [39].
Responding to things like this, the leader must raise the initiative and quality of work of the members in the organization. The appropriate form of conflict management approach is to use the organizational conflict stimulation model [40]. The conflict stimulation model is intended to generate an optimal level of conflict in order to
improve individual performance and the
productivity of the organization.
Yan Mailoa, a manager from the Indonesian National Sports Committee of the Moluccas in the 7-stewardship period offered an opinion as to why the achievement of the Moluccas contingent increased during National Sports Week XV and National Sports Week XVII when the conflict happened. He said:
"I think that it includes the impact of the conflict, meaning that more people in conflict who say I
must be able to achieve. So, the conflict actually motivates the athletes and coaches in improving achievement individually. They want to prove that we are able to achieve despite conflicts.
A similar suggestion was made in an interview with the management of the Indonesian National Sports Committee for 2004-2008 and 2008-2012 and, a member of the National Sports Week XVII in a regional training center task force in East. Alex Supusepa said:
At that time the task force was the target of the trainers and athletes whose training needs were not met. I at the time thought that the achievements we achieved when National Sports Week would definitely drop, but surprisingly, it actually got a good achievement [41]
When conflict levels within an organization are high and are causing harm, action should be taken to reduce conflict [42]. The method for degradation or decrease in conflict is appropriate. Some examples of this method are that the payment of incentives must be made earlier than the specified time. Other ways include recreation to the beach as well as physical and psychological relaxation, providing completeness of matches and completeness of training, and by making entertainment nights every night of the week [38]. Efforts should be made to encourage optimal performance by keeping conflict at a favorable level.
Conflict management strategies can be
employed to mediate the behavior of
administrators and members in accordance with the goals of the organization. This motivates athletes to maximize their achievement, and ultimately increases the productivity of the organization. Based on the achievements that result from conflict management in the form of conflict stimulation, conflict resolution, and conflict degradation, recommendations can be generated for improving the organization's performance in order to achieve future goals.
This research has found a conflict
management model based on the culture of the Mollucan society. The findings of this theoretical study were observed in sports organizations that are closely related to the characteristics of the
Maluku society. The model is based on the idea
that 1) conflict is an unavoidable event in a community or organization; 2) Moluccas culture is hard and individualistic, and heightened emotions need to be managed professionally; and 3) the approach used needs to be adjusted based on the emotional characteristics of the board and members.
Thus, the Moluccas culture-based conflict management model that should be applied to
sports organizations in Moluccas is as shown in Figure 1.
Figure 1. Moluccas culture-based conflict management model
The pattern of approach to management whose maturity is low in organization and high in emotional characteristics (T1) is inviting; Administrators with low organizational maturity and low emotional characteristics (T2) are orders; Administrators with high organizational maturity and high emotional characteristics (T3) are
involved; Administrators with high
organizational maturity and low emotional characteristics (T4) are delegating.
IV. C
ONCLUSIONThe conflict that occurs in sports
organizations in Moluccas results from the harsh culture and temperamental characteristics of the Moluccan people, so leaders need to be skilled in managing conflicts in order for organizations to remain productive. The Moluccas culture-based conflict management model is suitable for application in sports organizations at the level of management with "closed autocracy " and at the level of training with "opened autocracy."
The effectiveness of this model is revealed through this study that this existing and recently explored model can be used to improve athletic performance in Maluku. One way to do this is by
designing conflict, which can stimulate
competition among athletes so that they are motivated to gain the achievement.
Cultures greatly affect the emotional
characteristics of humans and influences how they manage their organization and at the level of training with opened autocracy. The intention of this research is to generate a model for an
effective culture-based sports management
system.
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