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Keywords

INGO management, Cross-cultural management, Expatriate-local interaction, Organizational conflict

Abstract

This study explores the dynamics of cultural conflict between expatriate and local staff in international NGOs (INGOs) and proposes a framework for sustainable human resource management. While existing INGO management literature emphasizes cultural factors in expatriate-local relations, limited empirical evidence explains the developmental process of these relationships and their implications. Through qualitative case study methodology, this research addresses the question: How do cultural conflicts between expatriates and local staff evolve within INGOs, and what management strategies emerge from these dynamics?

The findings reveal a dual-phase conflict management model where both expatriates and local staff experience sequential cultural tensions. The first phase involves conflicts with their counterparts' cultural practices, while the second phase centers on confronting limitations within their own cultural frameworks; "reverse culture shock." Notably, individuals demonstrate greater difficulty reconciling their cultural assumptions than understanding their counterparts' perspectives. This dual-phase process facilitates the development of shared organizational values and enhanced cross-cultural competency.

This study contributes to INGO management theory by introducing the dual-phase conflict management framework and demonstrates its practical application for human resource strategies. The findings suggest that organizations can leverage cultural tension cycles to build more resilient, culturally adaptive teams, ultimately improving staff retention in international development contexts.

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