Authors :
Ojo Akinyemi; Ilepe Johnson
Volume/Issue :
Volume 10 - 2025, Issue 9 - September
Google Scholar :
https://tinyurl.com/y2n4chy4
Scribd :
https://tinyurl.com/3ct2wbey
DOI :
https://doi.org/10.38124/ijisrt/25sep1229
Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.
Abstract :
This paper preoccupies itself with the affirmation that conflict is necessarily symptomatic of organizational growth
and development. A vast number of scholars have thrown weight behind the issue under discourse with divergent
perspectives. Some, in no small measure, discountenanced the position that conflict is positively correlated with the smooth
functionality of an organization, while others are averse with the fact that, organizational progress is inextricably imbued with
conflict.
A critical assessment method and analysis of existing literature were used to examine the invaluable import of conflict to
organizations, which aims at strengthening the economy of a nation, as it is inherently shrouded in human nature.
The study evaluates the various wellsprings of conflict as well as its philosophical underpinnings with the aim of
showering the expected vitality on organizational growth. The paper argues that conflict is functional and therapeutic to
organizations in contradistinction to the postulation of some authors who hold tenaciously to the view that, conflict is
absolutely dysfunctional and should be circumvented or ,at best, skirted in any organization.
On the whole, the paper unearths that, it was a dearth of requisite intellectual prowess and moral mores to conclude that
conflict is replete with retrogressive tendencies in organizations or has a finger in the pie of organizational perdition. It is not
unsafe to aver that, this belief system is a revolting, repugnant and repulsive crudity. The paper recommended that all
organizations should embrace conflict as a necessary catalyst for organizations to attain their objectives and mandate.
References :
- Baron,R. A., &Greenberg, J, (1990),Behaviour in organizations; Understanding and managing the human side of work (3rd ed.). Needham Heights, MA: Allyn & Bacon.
- Bernard, J. (1957), The sociological study of conflict in International Sociological Association (Ed.). The nature of conflict: Studies on the sociological aspects of international tensions. UNESCO, Tensions and Technology Series., Paris: UNESCO.
- Bisno, H. (1988), Managing conflict. Newbury Park, CA: Sage.
- Coser, L. A. (1956), The functions of social conflict. Glencoe, IL: Free Press.
- Dahrendorf, R. (1959), Class and class conflict industrial society (Author, trans.from German, rev., and expanded). Stanford, CA: Stanford Universty Press.
- Darwin, C. R. (1871), The descent of man, and selection in relation to sex. New York: Modern Library.
- Fink, C. F. (1968), Some conceptual difficulties in the theory of social conflict. Journal of conflict resolution.
- Litterer, J. A. (1966), Conflict in organization: A re-examination. Academy of Management Journal.
- Lourenco, S. V., & Glidewell, J. C. (1975), A dialectical analysis of organizational conflict. Administrative Science Quarterly.
- March, J. G., & Simon, H. A. (1958), Organizations. New York: Wiley.
- Omoregbe, J. (1990), Knowing Philosophy , Lagos: Joja Educational Research and Publishers.
- Pondy, L. R. (1967), Organizational conflict: Concepts and models. Administrative Science Quarterly.
- Reese, H. W. (1982), A comment on the meanings of “dialectics.” Human Development.
- Schellenberg, J. A. (1996), Conflict resolution: Theory, research, and practice. Albany: State University of New York Press.
- Simmel, L. (1955), Conflict (K. H. Wolff, trans.) and The web of group affiliations (R. Bendix, trans.) Glencoe. IL: Free Press. [originally published in German 1908]
- Spika, T. A. (1969), Social conflict and re-construction. Unpublished doctoral diseertation, Boston College, Boston.
- Smith, C. G. (1966), A comparative analysisof some conditions and consequences of interorganizational conflict. Administrative Science Quarterly.
- Stumpf, E. (1988), Philosophy: History and Problems. New York: McGraw Hill.
- Tedeschi, J. T., Schlenker, B. R,. & Bonoma, T. V. (1973), Conflict, power and games: The experimental study of interpersonal relations. Chicago: Aldine.
- Thompson, L. (1998), The mind and heart of the negotiator. Upper Saddle River, NJ: Prentice-Hall.
This paper preoccupies itself with the affirmation that conflict is necessarily symptomatic of organizational growth
and development. A vast number of scholars have thrown weight behind the issue under discourse with divergent
perspectives. Some, in no small measure, discountenanced the position that conflict is positively correlated with the smooth
functionality of an organization, while others are averse with the fact that, organizational progress is inextricably imbued with
conflict.
A critical assessment method and analysis of existing literature were used to examine the invaluable import of conflict to
organizations, which aims at strengthening the economy of a nation, as it is inherently shrouded in human nature.
The study evaluates the various wellsprings of conflict as well as its philosophical underpinnings with the aim of
showering the expected vitality on organizational growth. The paper argues that conflict is functional and therapeutic to
organizations in contradistinction to the postulation of some authors who hold tenaciously to the view that, conflict is
absolutely dysfunctional and should be circumvented or ,at best, skirted in any organization.
On the whole, the paper unearths that, it was a dearth of requisite intellectual prowess and moral mores to conclude that
conflict is replete with retrogressive tendencies in organizations or has a finger in the pie of organizational perdition. It is not
unsafe to aver that, this belief system is a revolting, repugnant and repulsive crudity. The paper recommended that all
organizations should embrace conflict as a necessary catalyst for organizations to attain their objectives and mandate.