An investigation of the relationship between subordinate–manager conflict and job satisfaction in a cross-cultural context: An affective events theory approach

Abstract

Purpose

This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context.

Design/methodology/approach

This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.>

Findings

According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model.

Originality/value

This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.

Citation

Küçük, B.A. and Konuk, H. (2023), "An investigation of the relationship between subordinate–manager conflict and job satisfaction in a cross-cultural context: An affective events theory approach", International Journal of Conflict Management, Vol. 34 No. 5, pp. 1004-1040. https://doi.org/10.1108/IJCMA-11-2022-0198