**Author details**

on conflict behaviour. So, if the conflict is effectively solved, positive results are more likely. However, the relationships have an impact on the outcomes affecting the values of the conflicts. The approach used here is in line with the notion that values have an effect through interaction [102]. Hewlin explained conflicts that arise due to differences in personal and organizational values may cause organizational members to suppress their own values and

Values are defined as our preferences and priorities that reflect what is important to us [104– 106]. Value is the abstract concept, but it is important for everybody—values allow us to show our belief how to live our lives. Collins and Chippendale believe that we get an overview of people's worldviews, knowing what values are important to them and which values drive their behaviour [107]. Different authors agree that values drive our behaviour regardless of whether or not we are aware of them [105, 108, 109]. It is believed that creating common val-

Conflict exists when people are different, they have different ideas about what is important, as well as different answers to something that requires resolution. Conflict can be constructive or destructive, depending on how it is managed. Constructive conflicts are connected to organization's development. Failure tolerance and giving the employee an opportunity to learn from mistakes has been found to be a building block of organizational innovativeness [112]. Also, constructive conflict handling and free expression of opinions are positively related to innovation [113–115]. Perkins suggested the components necessary for collaboration create productive conflict, and the absence of the components contribute to unproductive conflict [116]. Other authors agreed that effective conflict management occurs when interactions occur, which produce productive conflict [53, 54]. Every well-managed conflict will bring gain in the future—trust between people will grow, people's growth mindset is going to improve, they believe in their potential and they see the potential also in their team and organization and they are more ready to invest into their work and organization. The sense of humankind's ability and unity will support people being more willing to contribute to the activities of their groups and organizations. Success unites the group and the individuals [66] and therefore creates conditions for recognition of organizational and shared values. Conflict management strategies show vividly how employees are treated in the organization, and thereby, it is pos-

Whether values guide our decisions and behavioral choices, therefore our values have a clear effect on conflicts we deal with. If we determine in advance what are our shared values on what we base, the conflicts possibility can be diminished. It may also be possible that differences in perception are influenced by what values people have and what values they consider important [54]. To achieve a state of increasing progression and constant evolution, several authors claim that people must create alignment where values are shared, people work together toward common outcomes and they have a deep desire to contribute to the organization—values alignment fosters collaboration and can be considered a proactive strat-

ues helps build a cohesive culture built on trust and a sense of community [110, 111].

sible to demonstrate the values that the organization exploits [36].

egy for conflict management [54].

pretend to embrace organizational values [103].

**5. Conclusions**

28 Organizational Conflict

Eneken Titov\*, Anu Virovere and Karin Kuimet

\*Address all correspondence to: eneken@eek.ee

Estonian Entrepreneurship University of Applied Sciences, Tallinn, Estonia
