Between “walls” and “bridges”: management styles for intercultural conflict

Authors

  • Iracema Raimunda Brito das Neves Universidade Estadual de Feira de Santana
  • Wenner Glaucio Lopes Lucena Universidade Federal da Paraíba (UFPB)
  • Gerlando Augusto Sampaio Franco de Lima University of Illinois at Urbana-Champaign https://orcid.org/0000-0002-2414-2543

DOI:

https://doi.org/10.17524/repec.v20.e3799

Keywords:

Gestão de Conflitos; Instrumento Diagnóstico; Contexto Intercultural; Estilos de Conflitos.

Abstract

Abstract
Objective: To validate the Thomas–Kilmann instrument in Brazilian Portuguese for assessing conflict management  styles in accounting and business contexts. 
Method: A mixed-methods approach was adopted, combining documentary analysis and empirical validation  (Creswell & Inoue, 2025). Documentary analysis was  conducted using Bardin’s (2016) content analysis framework. The cross-cultural adaptation process (Beaton  et al., 2000), carried out by an expert panel, formed the  basis for the English-Portuguese cross-translation and  content validation. The final instrument, administered via Qualtrics (University of Illinois at Urbana-Champaign), was  applied to accountants from different regions of Brazil. A  total of 369 valid responses were collected between June 22 and December 4, 2024, through a link and QR code distributed via institutional WhatsApp groups and at  accounting events. 
Results: Heterogeneity was observed across the five conflict management styles – collaborating, competing,  avoiding, accommodating, and compromising. The findings  indicate minimally acceptable internal consistency (CR > 0.60) across styles, despite slightly limited convergent validity. Brazilian cultural characteristics and specific  features of the accounting profession may have influenced  response patterns.
Contributions: The construct proposed by Thomas–Kilmann was validated, demonstrating how conflict
management styles influence the intensity, scope, and resolution of conflicts, as well as the development of
mediating strategies that promote cooperation and dialogue. The findings support the implementation of
policies and programs aimed at fostering balanced conflict management practices in intercultural contexts,
thereby enhancing administrative effectiveness in training, selection, and daily professional performance.
The frequency of conflicts and elevated levels of stress and dissatisfaction further underscore the study’s
social relevance.

Translations of this article

Author Biography

Iracema Raimunda Brito das Neves, Universidade Estadual de Feira de Santana

Professora Titular da Universidade Estadual de Feira de Santana. Doutora em Controladoria e Contabilidade pela FEA/USP.

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Published

2026-04-08

How to Cite

Brito das Neves, I. R., Lopes Lucena, W. G., & Sampaio Franco de Lima, G. A. (2026). Between “walls” and “bridges”: management styles for intercultural conflict. Journal of Education and Research in Accounting (REPeC), 20. https://doi.org/10.17524/repec.v20.e3799