Organizational conflict management in multinational state-owned enterprises

Abstract

This article explores conflict management in complex multinational state enterprises. It highlights the challenges posed by cultural, administrative, and regional diversity, emphasizing the need for effective strategies that balance state interests and commercial goals. Using mixed methods, the study analyzes internal practices and identifies common conflict zones, especially between departments and branches. Results show that combining formal hierarchy with flexible communication – like mediation and team dialogue – enhances resolution. Collaborative strategies reduce tension and improve interdepartmental cooperation. The proposed adaptive model supports policy refinement and resource optimization in public sector organizations. Its application may also foster long-term institutional resilience and strategic alignment across diverse governance environments. Further research is recommended to assess scalability across different administrative systems and to refine tools for proactive conflict prevention.