A study of conflict management styles, relationship conflict, and team performance in Vietnam’s communication industry

Abstract

This study aims to explore the relationship among conflict management styles, relationship conflict, and team performance in the communication industry in Vietnam through the lens of the contingency theory of conflict management and intragroup conflict theory. The research identifies five main conflict management styles, including integrating, dominating, compromising, avoiding, and obliging. The study employs a purposive convenience sampling method to collect data from employees. A total of 350 individuals were approached, and there were 303 valid responses. Data analysis was conducted using Structural Equation Modeling (SEM) with AMOS software to test hypotheses and validate the research model. Findings indicate that the integrating, compromising, and obliging styles reduce relationship conflict within teams, whereas the dominating and avoiding styles increase relationship conflict. Relationship conflict, in turn, negatively impacts team performance. Academically, this study contributes empirical evidence to conflict management theories in the Vietnamese context. Practically, it provides recommendations to optimize team performance and foster a positive work environment through appropriate conflict management strategies.