| Abstract | The paper aims to develop a scale for measuring employees’ conflict management styles in sustainable organisations. As organisations transition toward sustainability, conflict accompanies the changes across economic, environmental, and social domains. A significant challenge in this transition is the persistent tension between socio-environmental protection and economic growth. Addressing this tension requires organisations to adopt more comprehensive and sustainability-oriented approaches to conflict management, yet existing conflict management frameworks remain largely detached from sustainability considerations. To address this gap, the study aims to develop a conflict management scale tailored to organisational sustainability. The research will follow a five-step scale development approach. In particular, scale items will be generated through a comprehensive review of the literature and well-established tools for conflict management and sustainability. Next, the developed items will be checked by three specialists in the field of conflict management and sustainability. Following this, data will be collected using a negotiation-based scenario reflecting sustainability-related organisational conflicts, followed by a newly developed sustainability-oriented conflict questionnaire. The survey will be distributed to approximately 1,000 employees working in large for-profit organisations across industries and organisational levels. Lastly, exploratory and confirmatory factor analyses will be conducted to validate the scale. The study is expected to identify five distinct conflict management styles: preserving, resisting, balancing, avoiding, and complying, reflecting varying levels of concern for profitability and socio-environmental sustainability. This research contributes by advancing conflict and sustainability literature through a novel sustainability-oriented conflict management model and by offering a practical diagnostic tool to support sustainability-aligned conflict management in organisations. |
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