The Conflict Management Types and Strategies of Sport Club Board Rooms: Case Evidence from Jordan

Abstract

Organisational conflict is an inevitable aspect of any workplace and understanding the different types of conflict while implementing effective strategies is crucial for promoting a healthy and productive work environment. This study aims to identify the types and strategies of organisational conflict management in Jordanian sports organisations, specifically in Amman, the capital. It will examine the perceptions of both board members and club presidents and analyse any significant variations in their views. The study employs a descriptive survey method, using a structured questionnaire to collect primary data. The research population comprises presidents and board members from 114 sports clubs registered with the Ministry of Youth, totalling 1 1,090 individuals. A random sampling technique is utilised to select a sample of 46 sports clubs, representing approximately 400 individuals. Out of the 400 questionnaires distributed, 290 responses were received, consisting of 46 club presidents and 244 board members. Data analysis was conducted using the Statistical Package for Social Sciences (SPSS) software. The study finds agreement among sports club board members and presidents that intergroup conflict is the predominant type of conflict occurring in Jordanian sports clubs. Additionally, the results showed agreement between members and club presidents on choosing the cooperative strategy as the best possible approach to resolve organisational conflicts. However, the results indicate the existence of statistically significant differences in conflict management types and strategies between board members and club presidents. The observed differences can be attributed to their distinct roles and responsibilities within the club, as well as variations in their levels of experience. It is recommended that Jordanian sports clubs effectively manage conflicts by combining open communication, strengthening governance, inclusive decision-making processes, and a willingness to collaborate and compromise.