Organisational conflict: Reflections on managing conflict, identities and values in a selected South African organisation

Abstract

This article presents a case study on organisational conflict in a selected international organisation in the South African automotive industry to increase the contextual understanding of the topic. Data was gathered through in-depth interviews with 45 senior and middle managers in the selected international organisation at the head off ce and two branches in Gauteng and at one branch in KwaZulu-Natal. The data analysis was conducted through content analysis as well as triangulation of data. The research results show that managers in this industry in post-apartheid South Africa experience organisational conflicts that are associated with their managerial values and identities.

How to cite this article:

Mayer, C.H., & Louw, L. (2009). Organisational conflict: Reflections on managing conflict, identities and values in a selected South African organisation. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 7(1), Art. #172, 13 pages. DOI: 10.4102/sajhrm.v7i1.172