The Role of Organizational Culture in Organizational Conflict Management at Al-Quds Open University in the Northern Palestinian Governorates

Abstract

This study aimed to investigate the impact of organizational culture on managing organizational conflict at Al-Quds Open University (QOU) in the Northern Palestinian Governorates, using Al-Quds Open University as a case study. To achieve the objectives of this study, the descriptive analytical approach was adopted, and a quantitative method was utilized to collect primary data. A structured questionnaire was designed and administered to a randomly selected representative sample comprising (170) individuals out of a population of (700) employees, representing the total number of staff at QOU branches in the Northern Governorates as per university records, excluding service workers due to the differing nature of their roles. Thompson’s formula was applied to determine the optimal sample size, resulting in (248) individuals. However, (170) questionnaires were retrieved complete and suitable for statistical analysis, yielding a response rate of approximately (68.6%). Quantitative data collected were analyzed using the Statistical Package for the Social Sciences (SPSS-27). The following statistical techniques were employed: frequencies and percentages, arithmetic means, standard deviations, Cronbach’s alpha coefficient, simple and multiple regression analysis, independent samples T-test, One-Way ANOVA, and Least Significant Difference (LSD) post-hoc tests. Findings revealed that organizational culture, through its four dimensions (organizational values, organizational beliefs, organizational norms, and organizational expectations), significantly contributes to managing organizational conflict, with organizational values and organizational beliefs being the most influential dimensions. Additionally, the study found no statistically significant differences at the significance level (α ≤ 0.05) in employees’ attitudes toward organizational conflict management based on demographic variables (gender, age, years of service, job nature, and university branch). Similarly, no statistically significant differences were found at the significance level (α ≤ 0.05) in attitudes towards organizational culture attributed to gender, job nature, or university branch. However, statistically significant differences were identified regarding organizational culture based on age, favoring individuals aged (over 50 years), and based on years of service, favoring those with (15 years or more). The study offered several recommendations, most notably the necessity of engaging employees in setting the university's objectives and strengthening their role in organizational processes, which promotes trust and discipline among staff. Furthermore, it recommended paying greater attention to both moral and material incentives, due to their critical role in fostering employee loyalty, enhancing their sense of organizational belonging, improving overall satisfaction, and effectively managing organizational conflict within the university.