Collaboration as a Conflict Management Strategy and Board Performance in Oil and Gas Companies in Rivers State
Abstract
The purpose of this study was to examine the effect of the use of collaboration as a conflict management strategy on board performance in oil and gas companies in Rivers State. The study adopted a cross sectional survey design and had 63 directors of boards of oil and gas companies in Rivers State constituting a study population.With an eighty 87% response rate, data from 55 usable copies of the questionnaire were analysed with the use of theSpearman's rank correlation. The findings revealed that there is a very strong positive and significant relationship between collaboration as a conflict management strategy and board performance in oil and gas companies in Rivers Stateand therefore recommended that heads of Company Boardsshould adopt inclusiveness in managing conflictsas this will result in better outcomes for the good of the organization.
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