Theoretical foundations of conflict management in an international cross-cultural environment
https://doi.org/10.26425/1816-4277-2026-1-23-34
Abstract
The article examines the theoretical foundations of conflict management in an international cross-cultural environment. It argues that conflict in multinational teams has a dual nature and emerges at the intersection of task-related disagreements and culturally conditioned differences in communication norms, expectations, and ways of expressing dissent. The study systematizes types of opinions in international companies by the basis of the position, degree of explicitness, and decision-making function, and demonstrates that implicit and latent forms of disagreement increase the risk of hidden tension and subsequent implementation failures. Key parameters of cross-cultural communication have been analyzed with respect to their influence on divergent interpretations, attribution of intent, and the shift from cognitive conflict to interpersonal frictions. Conflict management models have been summarized, including normative–procedural, behavioral, interest-based, and relational approaches, as well as the use of a neutral intermediary and a process moderator under high tension and constrained direct coordination. Practical recommendations for aligning interaction procedures, documenting agreements, and sustaining trust in international teams have been proposed.
About the Author
K. H. Prasad Nandagiri
State University of Management
Russian Federation
Russian Federation
K. H. Prasad Nandagiri, Postgraduate Student
Moscow
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Review
For citations:
Prasad Nandagiri K.H. Theoretical foundations of conflict management in an international cross-cultural environment. Vestnik Universiteta. 2026;(1):23-34. (In Russ.) https://doi.org/10.26425/1816-4277-2026-1-23-34
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