M Kamil Kozan
Biographic Data
| ID | 112024 |
|---|---|
| NAME | M Kamil Kozan |
| GIVEN NAMES | M Kamil |
| FAMILY NAME | Kozan |
| SIGNATURE | KOZAN M K |
| AFFILIATIONS | St. John Fisher College |
| ORCID | 0000-0003-0176-0776 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 20 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 1999 |
| H-INDEX | 3 |
Third Party Role in Conflict Management in Turkish Organizations
Third party roles in conflict management in collectivistic cultures are a common but neglected phenomenon. This study surveyed 435 employees of 40 public and private organizations in Turkey. Nearly two-thirds of the respondents reported third party involvement in the conflicts they reported. Peers played a third party role almost as frequently as the immediate supervisors. Small- and medium-sized organizations reported both more third party inter…
Preference for Third Party Help in Conflict Management in the United States and Turkey
One hundred twenty student subjects from the United States and Turkey participated in a prisoner's dilemma type game where subjects were given a chance to communicate with their adversary either directly or through an intermediary. Turkish subjects were found to significantly prefer the intermediary, whereas United States subjects chose direct communication. An interaction effect with gender was also found: Reliance on intermediaries was particul…
Third party roles played by Turkish managers in subordinates' conflicts
This study investigated the third party roles of Turkish managers and how these roles were related to the conflict management styles used by their subordinates. Questionnaire data were collected from 295 Turkish managers in seven firms. Mediation and facilitation were found to be the third party roles reported more frequently than autocratic intervention and laissez‐faire . Subordinates reported increased use of collaboration and compromise towar…
Cultural Influences on Styles of Handling Interpersonal Conflicts
This study reports the results of surveys of conflict management styles of 215 Turkish and 134 Jordanian managers. Managers in both countries showed a resemblance to each other, and to their U.S. counterparts, in reporting a clear preference for the collaborative style in handling conflicts. The two countries differed both from each other and the U.S. in preferences for the remaining styles, notably forcing and accommodation. Conflict management …
Cultural Influences on Styles of Handling Interpersonal Conflicts
This study reports the results of surveys of conflict management styles of 215 Turkish and 134 Jordanian managers. Managers in both countries showed a resemblance to each other, and to their U.S. counterparts, in reporting a clear preference for the collaborative style in handling conflicts. The two countries differed both from each other and the U.S. in preferences for the remaining styles, notably forcing and accommodation. Conflict management …
Preference for Third Party Help in Conflict Management in the United States and Turkey
One hundred twenty student subjects from the United States and Turkey participated in a prisoner's dilemma type game where subjects were given a chance to communicate with their adversary either directly or through an intermediary. Turkish subjects were found to significantly prefer the intermediary, whereas United States subjects chose direct communication. An interaction effect with gender was also found: Reliance on intermediaries was particul…
Third party roles played by Turkish managers in subordinates' conflicts
This study investigated the third party roles of Turkish managers and how these roles were related to the conflict management styles used by their subordinates. Questionnaire data were collected from 295 Turkish managers in seven firms. Mediation and facilitation were found to be the third party roles reported more frequently than autocratic intervention and laissez‐faire . Subordinates reported increased use of collaboration and compromise towar…
Cultural Influences on Styles of Handling Interpersonal Conflicts
This study reports the results of surveys of conflict management styles of 215 Turkish and 134 Jordanian managers. Managers in both countries showed a resemblance to each other, and to their U.S. counterparts, in reporting a clear preference for the collaborative style in handling conflicts. The two countries differed both from each other and the U.S. in preferences for the remaining styles, notably forcing and accommodation. Conflict management …
Third party roles played by Turkish managers in subordinates' conflicts
This study investigated the third party roles of Turkish managers and how these roles were related to the conflict management styles used by their subordinates. Questionnaire data were collected from 295 Turkish managers in seven firms. Mediation and facilitation were found to be the third party roles reported more frequently than autocratic intervention and laissez‐faire . Subordinates reported increased use of collaboration and compromise towar…
Preference for Third Party Help in Conflict Management in the United States and Turkey
One hundred twenty student subjects from the United States and Turkey participated in a prisoner's dilemma type game where subjects were given a chance to communicate with their adversary either directly or through an intermediary. Turkish subjects were found to significantly prefer the intermediary, whereas United States subjects chose direct communication. An interaction effect with gender was also found: Reliance on intermediaries was particul…
Third Party Role in Conflict Management in Turkish Organizations
Third party roles in conflict management in collectivistic cultures are a common but neglected phenomenon. This study surveyed 435 employees of 40 public and private organizations in Turkey. Nearly two-thirds of the respondents reported third party involvement in the conflicts they reported. Peers played a third party role almost as frequently as the immediate supervisors. Small- and medium-sized organizations reported both more third party inter…
Conflict Management and Negotiation (4 works) · Law (4 works) · Political science (4 works) · Psychology (4 works) · Social Psychology (4 works) · Collectivism (3 works) · Individualism (3 works) · Law (3 works) · Public relations (3 works) · Social Psychology (3 works)