Conflict Management as a Function of Change Management in Public Enterprises

Abstract

Conflict management represents a key challenge and tool in the process of managing organizational change, particularly in public enterprises operating in complex and bureaucratically structured environments. This paper explores the theoretical and empirical aspects of conflict management as a function of more effective implementation of changes in the public sector, with a specific focus on public enterprises in the Canton of Sarajevo. Thus, the subject of this research is public enterprises and conflict management within them, while the function of change management refers to the identification of factors that influence the emergence of conflicts during the implementation of changes, as well as the analysis and evaluation of methods by which such conflicts can be managed and resolved. The aim of this study is to examine workplace conflicts, perspectives on conflicts, their causes, the most effective resolution strategies, and personal experiences with conflicts and how they were resolved in the workplace — all with the ultimate goal of improving change management in public enterprises.

Quantitative and qualitative research methods were used, including a survey conducted among employees of eleven public enterprises. The results show that the absence of formal conflict management strategies negatively affects the success of change implementation and that leadership styles and organizational culture are decisive factors in conflict resolution. The paper offers recommendations for establishing institutional mechanisms for conflict management to improve organizational adaptability.