DiversityandConflictManagementinConstruction: AComparativeStudywiththeAutomotiveIndustry

Table ofcontents

Chapter1Introduction 4

• Background 4
• Research aim and objectives 5
• Methodology 6
• Research contributions 7

Chapter2CriticalLiteratureReview 8

• Theoretical Frameworks 9

• Social Identity Theory 9
• Intergroup Contact Theory 9
• Conflict Management Styles 10
• Organisational Culture 10
  • Theoretical Background on Diversity in Organisations11
  • Diversity and Conflict in the Construction Industry11
  • Diversity and Conflict in the Automotive Industry 12
  • Comparative Analysis of Conflict Management Strategies 13
  • Organisational Culture and Conflict Management 13
  • Debates and Gaps 13

Chapter3ProposedResearchDesignandMethods 15

• Research Design and Epistemological Stance 15
• Operationalisation of Research Questions 15
• Sampling and Recruitment Strategy 16

• Sample Size Calculation 16
• Adjustments for Feasibility 18
  • Recruitment Strategy 18
  • Response Rate and Oversampling 19
  • Setting and Population 19
  • Ethical Considerations 19
  • Research Tools and Data Analysis Plan 20
  • Validity and Reliability 21
  • Limitations of the study 21

References 22

List ofFigures

Figure1ResultsfromG*PowerSoftware 17

Chapter 1Introduction

1.1Background

In industrialised countries, workforce diversity is becoming a reality due to the increasing mobilityofworkforcearoundtheworld,whichinevitablyleadstoconflict(Bleijenberghetal., 2010). This conflict requires skills and strategies to manage it, especially industries like construction and automotive, whereproject-oriented and team-based work is central. in 2023, the construction sector employed approximately 08 million workers in the U.S (Jones, 2023), while automotive employed a significant 1.7 million people (Ariella, 2023). It is noticed the workforce size in the automotive is less than a quarter of the construction indicating the specialized focus of the automotive industry. while the construction industry is depending on alargeproportionofskilledandunskilledrequirements(Loosemoreetal.,2010).Bothsectors share similarities in their high-risk manufacturing, assembly operations, complex supply chains,andoperatinginaglobalenvironment,wherecross-functionalteamscollaborateacross geographic and cultural boundaries. While the construction sector is unique in its diverse perspectives on project delivery, which is often complicated by a diverse workforce, high turnover,andthetemporarynatureofmanyprojects(Loosemoreetal.,2010;Roberson,2019). Intheconstructionindustry,thereisastrongrelianceonmigrantworkersandaneedforgreater diversity. As of 2022, only 10.9% of the construction workforce were women, indicating a significant gender imbalance (Schoen, 2024; Staff, 2024). Just 5.4% of construction workers are from Black, Asian, or ethnic minority backgrounds, compared to 13.8% of the UK population (Construction Industry, 2020). The construction industry faces challenges in attracting and retaining a diverse workforce, including people from various ages, genders, cultures,andheritages(ConstructionIndustryCulture,2020).Theautomotiveindustryalso

faces diversity challenges, However, both industries could benefit from increased diversity. Research shows that companies in the top quartile for ethnic and racial diversity among management are 35% more likely to achieve above-average financial returns (Staff, 2024). A more diverse workforce can lead to increased innovation, improved decision-making, and better problem-solving abilities (Schoen, 2024). Mandatory training on unconscious bias and cultural sensitivity, collaboration with diversity-focused organizations and implementing mentorshipprogramstosupportunderrepresented groups canimprovediversityand inclusion (Staff,2024).Theconstructionindustry,knownforitsproject-orientednature,hiringteamson atemporarybasis,which resultsinhighturnoverandadiverserangeofcultural,professional, and operational backgrounds. The temporary teams are always under intense pressure due to project deadlines, which can exacerbate conflicts arising from different styles of tasks, communication, and leadership (Loosemore et al., 2010). In contrast, the automotive industry isanindustrywithinamorestable,process-drivenstructure,whereteamsoftenhavelong-term roles and follow systematic processes within large-scale manufacturing environments. However, teams in the automotive industry are similar to teams in the construction industry with their cultural diversity as well. This may be due to the global nature of automotive production,aswellasthedifferentroleexpectations,workpatternsandcommunicationnorms oftheseteams,whicharelikelytobeapotentialsourceofconflict.Asaresult,addressingthe practical problem of managing these conflicts in the context of a multicultural workforce is essential to maintaining operational efficiency and cohesion in both industries.

1.2Researchaimandobjectives

Thisresearchintendstoexaminetheeffectofculturaldiversityontheconflictdynamicsinthe construction and automotive industries. Specifically, it addresses the following research questions:(1)Howdoesculturaldiversityimpacttheoccurrenceandnatureofconflictswithin

the construction and automotive industries? (2) What are the similarities and differences in conflictmanagementstrategiesemployedinthesesectors?(3)Howdoesorganisationalculture affect conflict resolution practices in each industry? By investigating these questions, the research may accomplish several objectives. First, it will identify the impact of diversity on workplace conflicts in each industry, providing insight into how multicultural environments shape conflict dynamics. Second, it will compare conflict management approaches in the construction and automotive industries, highlighting sector-specific practices. Finally, the research will offer recommendations to improve conflict resolution techniques, aiming to createmorecohesiveandproductiveworkenvironments. Theresearchquestionsarelinkedto academicfindingsofpreviousresearchthathighlightedthatculturaldiversitycansignificantly impact workplace conflicts due to differences in values, communication styles, and work expectations (Gibson et al., 2019; Liu et al., 2020). Otherstudies have confirmed that cultural diversity impacts workplace conflicts, as differences can lead to weakness and tension, However,itcanalsostimulatecreativityand enhanceproductiveteamperformanceifconflict ismanagedeffectively,andthatconflictsindiverseenvironmentsrequirespecificallydesigned management approaches to contribute positively to organisational outcomes (Jehn & Bendersky, 2003).

1.3Methodology

Theresearchwillemployaquantitativemethodology,gatheringdatathroughanonlinesurvey aimed at approximately 160 participants across both industries. This sample will include employeesfromvariouslevelsofmanagementanddepartments,providingabroadperspective on conflict management within diverse teams. The target respondents include workers and managers who actively engage in conflict resolution, making them well-positioned to offer insightsintothereal-worldchallengesandstrategiesthatinfluenceteamcohesionand

productivity in each sector. Statistical analysis will be applied to assess the relationship betweendiversityandconflictmanagement,enablingacomparativeexaminationofstrategies across the construction and automotive industries.

1.4Researchcontributions

This research offers both academic and practical contributions to the studies of diversity and conflict management. Academically, this research adds to the significant gap in comparative analyses of conflict management strategies between a project-oriented sector such as construction and a process-oriented sector such as automotive. The current literatures often examine conflict management in industries individually, however, there is limited research comparing these two sectors (Jehn & Bendersky, 2003; Bleijenbergh et al., 2010; Loosemore et al., 2010; Gibson et al., 2019; Roberson, 2019; Liu et al., 2020; Jones, 2023). It is also possible that the findings of this research will enrich the academic understanding of how industry-specific factors, including organisational and operational culture, influence the effectiveness of conflict management practices in conflict environments such as construction and automotive. Practically, the research hopes to provide practical insights to industry practitioners by examining the strategies designed for each industry and comparing them to eachother.Theresearch recommendationscanhelpconstructionandautomotive industriesto improve team dynamics, reduce the negative impact of conflicts, and provide a less conflict- free work environment. For example, strategies from the structured and systematic conflict management approaches in the automotive industry can be adapted to benefit other project orientedastheconstructionindustry.Therefore,theresearchcanaddvaluetothoseseekingto enhance productivity, collaboration, a multicultural and harmonious work environment.

Chapter 2CriticalLiteratureReview

The construction and automotive industries while distinct in their operations, share common challengesrelatedtoworkforcediversityandconflictmanagement.Theresearchindicatesthat organizational structure plays an important role in shaping the nature of diversity-related conflicts.Intheconstructionindustry,teamsaretypicallytemporaryandproject-driven,which can exacerbate conflicts due to a lack of long-term cohesion and shared norms (Loosemore et al.,2010).Thisstudyhypothesizesthat(H1)culturaldiversityinteamsismorelikelytoresult in conflict within the construction industry because of the temporary, project-driven structure ofteam compositions. In contrast, theautomotiveindustry,with its stableand long-term team structures, provides a more conducive environment for fostering a positive diversity climate. Studies suggest that such climates reduce interpersonal tensions and improve productivity (Hofhuis et al., 2016; Team, 2023). Thus, this research posits that(H2)a positive diversity climateintheautomotiveindustryreducesconflictandenhancesproductivity,giventhestable, long-term natureofteam structures.Conflict management strategies also differbetween these industriesduetotheiroperationalframeworks.Intheautomotiveindustry,formalizedconflict management approaches are often implemented to align with its process-driven and hierarchical structure (Malji & Warke, 2021; Consulting, 2023; Zinfi, 2023). Conversely, the dynamic and high-turnover nature of construction teams necessitates more flexible and adaptive strategies (Gorse, 2005; Oerle, 2022; ConstructConnect, 2023; Pathways, 2023). Consequently, this study hypothesizes that (H3) Conflict management strategies are more formalized in the automotive industry than in construction, reflecting structural differences between project-based and process-driven industries. Finally, a strong, inclusive culture promotes understanding and mitigates tensions arising from diversity, whereas a fragmented culturemayamplifysuchchallenges(Shoreetal.,2011;Nishii,2013).Thisleadstothe

hypothesis that (H4)Organisational culture moderates the relationship between diversity and conflict management effectiveness, with inclusive cultures leading to lower conflict rates in both industries.

2.1TheoreticalFrameworks

The study is grounded in key theoretical frameworks to understand the relationship between diversity and conflict management within the construction and automotive industries, and all of which are integral to understanding the mechanisms behind diversity-related conflicts and their resolution.

2.1.1SocialIdentityTheory

Thistheoryproposesthatindividualsgainasenseofidentityandconnectionthroughtheir association with different social groups (SenGupta et al., 2024). In diverse workplaces, individuals may associate with multiple social groups, which can bring about both beneficial and challengingoutcomes (Eagly etal., 2004). For instance, intheconstruction industry,projectteamsareoftenformedonatemporarybasis,bringingtogetherindividuals from different cultural and professional backgrounds. This can result in in-group and out-group dynamics, where employees favour their own group while developing biases or misunderstandings toward others. Similarly, in the automotive industry, where teams oftenoperate withinglobalisedenvironments, conflictingsocialidentities canemergedue to cultural or geographical divides. The theory will allowfor an exploration ofhow group memberships influence conflict and the effectiveness of conflict resolution strategies.

2.1.2IntergroupContactTheory

Thistheorysuggeststhatmorefrequentinteractionamongvarioussocialgroupscanlessen prejudiceanddiscrimination.Bypromotingintergroupinteractionandunderstanding,

organisations can foster a more inclusive and harmonious work environment (Okyere- Kwakye et al., 2019). In construction teams, where employees often work on short-term projects,opportunitiesformeaningful contactmaybelimited,exacerbatingstereotypesor biases. Conversely, in the automotive industry, long-term team structures provide greater opportunitiesforintergroupcontact,whichmayenhanceunderstandingandreduceconflict over time. This theory will help explore whether differences in team structures across the two industries influence the frequency and intensity of diversity-related conflicts.

2.1.3ConflictManagementStyles

Various styles can be used to address conflict, including avoidance, accommodation, competition,compromise,andcollaboration(Trudel&Reio,2011).Thechoiceofconflict management style can significantly impact the outcome of a conflict situation. Each style carries implications for how conflicts unfold and are resolved. For instance, collaborative approachesareoftenseenasthemosteffectiveindiverseteams,astheyemphasizemutual understanding and problem-solving (Trudel & Reio Jr, 2011). However, the effectiveness ofaparticularstylemayvarydependingonindustry-specificfactors.Inconstruction,where tightdeadlinesandhigh-stressenvironmentsprevail,managersmayresorttoavoidanceor compromise to resolve conflicts quickly. In contrast, the automotive industrys structured processes may encourage more formalized and collaborative approaches to conflict resolution.

2.1.4OrganisationalCulture

The shared beliefs, behaviours and values among any organisation can shape the ways diversity and conflict are understood and addressed. (Schein & Schein, 2017). A strong organisational culture can promote diversity and inclusion, while a weak culture can exacerbateconflict.Forexample,organizationswithastrongcultureofinclusionaremore

likely to implement proactive diversity management policies, such as cultural sensitivity training and inclusive leadership practices. In the construction industry, where teams are often transient and drawn from external contractors, the organizational culture may be fragmented, making it difficult to establish consistent norms for conflict resolution. In contrast, the automotive industry, with its stable, long-term teams, benefits from more cohesive cultural values that can support structured approaches to diversity and conflict management.Thisishighlyrelevanttothestudyasithelpsexplorehowculturaldifferences within organizations influence the perception and resolution of conflict.

2.2TheoreticalBackgroundonDiversityinOrganisations

The presence of the cross-functional teams was a result of the inevitability of globalization in the 21^stcentury, which lead to boost the diversity. Empirical research indicates that the link between diversity and performance depends on specific conditions such as team climate and the nature of tasks and diversity leads to superior outcomes only when managed with intentional strategies that foster inclusion and encourage the integration of diverse ideas (Adekiya & Oluyemisi; Van Knippenberg et al., 2020). This finding is relevant to both the constructionandautomotiveindustries,whereculturallydiverseteamsoftenworkunderhigh- pressure conditions. Gibson et al. (2019) argue that formalizing processes such as implementingcodifiedrulesandproceduresforbehaviorandtaskassignmentshelpstomanage conflict by balancing the need for both coordination and flexibility. Thus, manage cultural differences effectively and reduces misunderstandings.

2.3DiversityandConflictintheConstructionIndustry

The construction industry mostly assembles project-based teams with high turnover and diverse cultural backgrounds. This structure makes the industry particularly vulnerable to conflictsarisingfromdifferencesincommunication,workstyles,andculturalvalues.Liuetal.

(2020)debatedthat culturaldifferencescanleadtosignificantconflictsintechnology,norms, and emotional responses within international construction teams, influenced by national culturaldifferences.Thus,canimpairprojectperformance.Leeetal.(2023)arguethatproject coordinators in the construction projects encounter risks due to cultural and linguistic differences.Thisincludesvariancesinterminology,gestures,anddecision-makingapproaches, which can hinder communication and lead to misunderstandings among stakeholders. The temporary nature of construction contributes to unique challenges in conflict management, as interpersonal conflicts arise from cultural differences and high workforce turnover. This environment, characterized by short-term labour arrangements, intensifies issues like communicationbreakdowns,whichcomplicateconflictresolutionon-site(Clarke&Gribling, 2008). As a result, effective conflict management strategies are essential for maintaining productivity and team cohesion in construction, wheredeadlines and diverseperspectives can increase the likelihood of conflict.

2.4DiversityandConflictintheAutomotiveIndustry

Theautomotiveindustry,althoughmorestableinitsteamstructures,alsoencountersdiversity- drivenchallengesduetoitsglobalizedoperations.YamauchiandSato(2023)argueinhisstudy about diversity in automotive study in Japan that it can both promote cognitive conflict, enhancing resilience, also may lead to dysfunctional conflicts, particularly in areas where diverse educational backgrounds do not align well with organisational goals. The diversity climatein the automotivestructured environment productionmisunderstandings andconflicts candisruptoperationalefficiency.Somecountries,suchastheCzechRepublic,havebegunto embrace diversity as a component of sustainability and corporate responsibility (Velinov & trach,2022).Itcanbeinferredthatthesystematicstructureoftheautomotiveindustrytakes

amoreformalapproachtoconflictmanagement,incontrasttothemoreflexiblestrategiesand positions often required in construction.

2.5ComparativeAnalysisofConflictManagementStrategies

The construction and automotive industries differ significantly in their approaches to conflict management, shaped by their unique organisational structures (Dainty et al., 2007). The construction and automotive industries share many similarities, there are also some key differences in their approaches to diversity and conflict management. For example, the constructionindustrymaybemorepronetointerpersonalconflictdue itsproject-basednature and hierarchical structure (Texas, 2024). while the automotive industry may face more intergroup conflict between different departments or divisions. This refers to that conflict management frameworks shall be special tailored and suited to each industrys structural and operational demands (Bresnen & Marshall, 2000).

2.6OrganisationalCultureandConflictManagement

Organisational culture is essential in shaping conflict management practices, particularly in diverse teams, a strong organisational culture that values inclusivity can act as a buffer, reducing potential conflicts in culturally diverse teams. In construction, where team compositions are frequently temporary, fostering a cohesive culture is challenging. However, the leaders in project-based industries can foster a temporary inclusive culture through leadership training and conflict resolution workshops (Lee et al., 2023). In the automotive industry, the influence of organisational culture is more established, providing a supportive foundation for systematic conflict management practices that enhance team cohesion and productivity.

2.7DebatesandGaps

There are many ongoing debates in the literature on whether diversity leads to conflict or if it is primarily the organisational environment that determines the impact of diversity. Some research argue that a positive diversity climate mitigates conflict by fostering inclusivity and reducing misunderstandings (Edirisinghe et al.; Jehn & Bendersky, 2003; Clarke & Gribling, 2008; Bleijenbergh et al., 2010; Al-Bayati et al., 2018; Gibson et al., 2019; Roberson, 2019; Liu et al., 2020; Van Knippenberg et al., 2020; Velinov & trach, 2022; Iatridis et al., 2023). Others,suggestthatinhigh-turnover environmentslikeconstruction,diversitycanexacerbate conflictunlessmanagedeffectively (Loosemoreetal.,2010).Thereisageneralagreementon the importance of conflict management and is limited research comparing industries with different team structures, such as construction and automotive.

Chapter3

ProposedResearchDesignandMethods

This chapter outlines the methodological approach used to examine the relationship between cultural diversity and conflict management strategies within the construction and automotive industries. The research design including the epistemological approach, data collection, sampling strategy, and ethical considerations. The research focuses on using quantitative methods through an online survey to examine the impact of cultural diversity on conflict in these industries.

3.1ResearchDesignandEpistemologicalStance

This research adopts a positivist epistemology, supported by a deductive approach, as it aims to test established theories of diversity and conflict management. The quantitative methods alignwiththeneedforobjectivemeasurementsandstatisticalanalysistoidentifypatternsand correlations between variables (Saunders, 2017). Positivism provides robustness in testing hypothesesandgeneratinggeneralizabledata,albeitwithsomelimitationsincapturingdeeper contextual insights, which are more accessible in qualitative designs (Saunders, 2017).

3.2OperationalisationofResearchQuestions

The researchs conceptual questions rotate around the role of cultural diversity in influencing conflict management in both industries construction and automotive across Europeand North America. This includes all organisations that have operations in these regions even if their headquarters are outside the geographical scope of the research. These questions can be operationalized into measurable variables, with the primary constructs being cultural diversity, conflict occurrence, and conflict management strategies. Constructs could be identifiedfrompreviousliterature,utilizingvalidatedscaleswhereapplicabletoenhance

reliability (Bryman & Bell, 2015). For instance, diversity was measured across demographic (e.g., ethnicity, gender) and experiential (e.g., work experience) factors, while conflict management strategies were categorized into avoidance, accommodation, collaboration, and compromise. In other meaning, the operationalization of these constructs is translating the research questions effectively into quantifiable measures. For cultural diversity, demographicandexperientialfactorsareassessedthroughstructuredsurveyitemsdesignedto capture variations in team composition and participant backgrounds.

3.3SamplingandRecruitmentStrategy

Given the constraints on time and resources, data collection will be conducted solely through an online survey. This approach allows for efficient reach and data collection from a wide demographic, which is essential given the focus on two distinct industries (construction and automotive).

3.3.1SampleSizeCalculation

Awell-definedsamplingstrategyisessentialtoguaranteethatthefindingsofthestudyare statisticallyreliableandrepresentativeofthetargetpopulationwithintheconstructionand automotiveindustries.Thesamplesizeforthisstudy hasbeendetermined usingG*Powersoftware version3.1.9.7, based on the expected effect size, desired power, significance level, and the studys research objectives.

SampleSizeCalculation(G*Power)

Todetermineanappropriatesamplesize,thefollowingparameterswereusedinG*Power:

TestType:IndependentSamples

• t-Test:Thistestcomparesmeansbetweenconstructionindustryasfirstgroupand automotive industry as second group.

InputParameters:

• EffectSize(d):Medium(d=0.5),basedonCohensguidelinesfordetectingmeaningful differences (Cochran, 1977).
• SignificanceLevel(?):05(95%confidencelevel).

• Power(1??):80(80%power),ensuringahighprobabilityofdetectinganeffectifit exists.
• AllocationRatio:Equalgroupsizes(1:1).

Usingabovementioned parameters,G*Powercalculatedaminimumrequiredsamplesize of 128 participants (64 per group) to detect a medium effect size with sufficient power.

3.3.2AdjustmentsforFeasibility

To achieve reliable and robust outcomes, the target sample size will be expanded to160 participants, providing an additional margin to account for potential non-responses or incomplete surveys. This sample size aligns with practical constraints while maintaining statisticalpowerandconfidenceinthefindings.TheaimofIncreasingthe samplesizenot only mitigates the risk of low response rates but also fosters the precision of the study's statisticalestimates.Byincludingalargernumberofparticipants,theresearchreducesthe standarderrorofthemean,leadingtomoreaccuratecomparisonsbetweentheconstruction and automotive industries. Additionally, oversampling helps ensure subgroup representation, especially for diverse demographic factors such as ethnicity, gender, and professional roles.

3.4RecruitmentStrategy

Participants will be recruited through targeted outreach in the construction and automotive industries using frameworks of channels, eligibility and incentives. The Channels will be professional networks on LinkedIn, Industry-specific forums and associations, and direct outreach through email to organizations involved in project-based work. Participants shall workinculturallydiverseteamsandhaveatleastoneyearofexperienceinproject-basedroles within the construction or automotive industries. There are not assigned incentives for the survey.Itisworthnotingthat,recruitmenteffortswillfocusonensuringdiversityinthesample by reaching out to individuals from varying organisational roles, including managers, supervisors, and team members. This diversity is important for the research to capture a comprehensiveunderstandingofhowconflictmanagementstrategiesdifferacrosshierarchical levelsandperspectives.Tomaximizeparticipation,theoutreachmaterialswillhighlightthe

relevance of the study to participants professional contexts, emphasizing its potential contribution to improving diversity and conflict management practices in their industries.

3.5ResponseRateandOversampling

Given the typical response rate for online surveys (1030%), the survey will be distributed to approximately 5001,000 potential participants to achieve the target of 160 completed responses. To optimize the quality and reliability of the data, oversampling will be applied to the research. Oversampling ensures that sufficient data is collected even if response rates are on the lower end. While oversampling increases recruitment efforts, it provides a safeguard againstpotentialbiasescausedbylowresponseratesandensuresthatthefinaldatasetisrobust and representative.

3.6SettingandPopulation

The research will be conducted online, targeting respondents from various geographic locations.Theonlinesettingwillprovidetheaccessibilityandinclusivity,allowingparticipants from different regions and organizational backgrounds to contributetheirexperiences. Which may be particularly advantageous for capturing the globalized nature of the automotive industryandthediverseteamstructureswithintheconstructionsector.Targetingproject-based professionals and focusing on those actively involved in managing or experiencing diversity- related challenges will ensure the relevance of the collected data. Additionally, this setting providesflexibilityforparticipants,enablingthemtocompletethesurveyattheirconvenience, which can improve response rates.

3.7EthicalConsiderations

Ethicalprincipleswillbestrictlyadheredtothroughoutthestudy includinginformedconsent, confidentiality,andanonymityaswellasthedatastorage.Participantswillreceivea

comprehensive explanation of the study's objectives, the intended use of their data, and their right to withdraw at any time without consequence.Data collected will be anonymized to ensure participants' privacy. Identifiable information will not be linked to responses, and data willbestoredsecurely,complyingwiththeUniversityofHullsethicalstandards.Datawillbe encrypted and stored on secure servers for the duration of the research. Upon project completion,datawillberetainedonlyforthetimeframemandatedforonlyoneyear.Informed consentwillbeobtainedelectronically,theparticipantsrequiredtoacknowledgethattheyhave read and understood the study details before proceeding with the survey. This ensures compliancewithethicalguidelineswhilemaintainingtransparencyaboutparticipantrightsand datause.Confidentialitymeasureswillextendtodatareporting,whereonlyaggregatedresults will be presented to safeguard individual privacy. Ethical approval for this study will be submitted to the University of Hull prior to data collection, reinforcing adherence to institutional and regulatory ethical standards.

3.8ResearchToolsandDataAnalysisPlan

Theprimarytoolfordatacollectionwillbeanonlinesurveyplatform,suchasMicrosoftforms orGoogleForms,whichsupportsstructureddatagatheringandstatisticalanalysis.Thesurvey design includes validated instruments where applicable to ensure consistency and reliability across responses (Pallant, 2020). The data analysis plan consists of descriptive Statistics by summarizing the sample characteristics and preliminary insights into diversity and conflict patternswithineachindustrytoprovideanoverviewofrespondentdemographicsanddiversity metrics within the sample. Further, the study will employ inferential statistics to test the hypotheses and relationships between variables. To determine the extent to which diversity influences conflict and the moderating role of organizational culture, regression analysis will be used to examine the predictive relationships between diversity metrics (e.g., demographic diversity,diversityclimate)andconflictmanagementoutcomes,whilecontrollingforindustry-

specific factors. For hypothesis testing, t-tests and ANOVA could be applied to compare diversity-related conflict levels and management strategies across industries.

3.9ValidityandReliability

Toaddressvalidityandreliability,threemeasureswillbeimplemented.First,constructvalidity willbeimplementedthroughasurveywhichwilluseestablishedscalesandquestionstructures from prior validated research, ensuring alignment between the theoretical constructs and their measurements. Secondly, by applying the Internal Consistency as reliability will be assessed using Cronbachs alpha to confirm consistency in responses across related survey items. A thresholdof0.70willbemaintainedforacceptablereliability.Thirdandlastly,Apilottestwill refine the survey questions, address ambiguities, and confirm that scales function effectively. This testing phase will also ensure the reliability of responses across diverse demographic groups within the sample.

3.10Limitationsofthestudy

This studys reliance on an online survey as the sole data collection tool limits the depth of insights, as qualitative methods are not included. Self-reported data may be prone to biases, includingthetendencytogivesociallyacceptableanswersorerrorscausedbyimperfectrecall (Yaqub et al., 2024). The cross-sectional design restricts causality analysis, and the target sample size of 160 participants, while adequate for statistical analysis, may limit generalizability to smaller firms or regions outside the selected geographic scope. However, I hope that the analysis and interpretation of the results that will be done in this research will address the limitations we mentioned.

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