Designing a Model for Reducing Behavioral Conflicts among Employees in the Information Technology Sector

Abstract

The present study was conducted with the aim of designing a model for reducing employees’ behavioral conflicts (with a case study of employees in the information technology sector). In terms of purpose, the research is applied; in terms of data type, it follows a sequential mixed-methods design with an exploratory approach; in terms of paradigm, it is pragmatic; and in terms of nature, the qualitative phase employed qualitative content analysis, while the quantitative phase was descriptive–analytical using a survey/correlational design. The statistical population in the qualitative phase consisted of theoretical experts (university faculty members) and practical experts (relevant managers and officials of information technology organizations in Tehran). Based on the principle of theoretical saturation and purposive sampling, 20 interviewees were selected. In the quantitative phase, the statistical population included all employees of information technology companies in Tehran, from whom 254 employees were selected using the minimum sample size calculation for confirmatory factor analysis and stratified random sampling. Data collection methods in the qualitative phase involved content analysis of interviews, and in the quantitative phase included researcher-developed questionnaires to assess the validity of the model from the perspectives of experts as well as quantitative respondents. The validity and reliability of the instruments were examined and confirmed in both qualitative and quantitative phases. Data analysis methods in the qualitative phase included thematic analysis using MaxQDA version 18, and in the quantitative phase involved descriptive and inferential statistical analyses (confirmatory factor analysis and one-sample t-test) using SPSS version 27. The results indicated that conflict management, as the core phenomenon in this study, comprises four concepts: competitive strategy, compromise and accommodation strategy, avoidance strategy, and collaboration strategy. Influential factors include role ambiguity, high workload, differences in communication styles, and the lack of a cohesive organizational structure. The consequences of conflict management include improved team performance, increased IT productivity, and enhanced job and psychological satisfaction. The contextual conditions of conflict management include technology-oriented organizational culture, the project-based nature of IT work, geographical dispersion of teams, and specialized interpersonal differences. Barriers to conflict management include inadequate organizational behavior training, resource constraints, and environmental pressures. Finally, conflict management strategies include employee empowerment, transparent relationships, organizational structure reform, and leadership intervention. Validation results also indicated that the proposed model possesses adequate validity.