Analyzing the Typology of Conflicts within Ndian Water Enterprise

Analyzing the Typology of Conflicts within Ndian Water Enterprise

Sonia Nyise Sakwe

Department of International Relations and Conflict Resolution at the University of Buea, South West Region, Cameroon.

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90400383

Received: 08 April 2025; Accepted: 12 April 2025; Published: 17 May 2025

ABSTRACT

This study examines the typology of organizational conflicts within Ndian Water Enterprise (NWE), a maritime transportation company operating within Ndian Division, Southwest Region, Cameroon, and engaged in regional maritime transport. The research identifies and analyzes the primary types of conflicts within NWE: interpersonal, inter-group, and inter-organizational. Drawing upon the organizational conflict theory and considering the specific operational context of a maritime enterprise, the study explores the manifestations of these conflict types, influenced by factors such as the demands of maritime work, organizational structures, and the local socio-cultural environment. The analysis further considers the potential drivers underpinning these conflicts, including resource competition, differing goals, communication barriers, and individual factors. Ultimately, this study aims to provide a foundational understanding of the conflict landscape at Ndian Water Enterprise, thereby informing the future development of targeted and effective conflict management strategies tailored to the unique challenges of this maritime transportation company operating within its specific regional context.

Keywords: Organizational Conflict, Conflict Typology, Maritime Transportation, Ndian Water Enterprise, Ndian Division, Cameroon, Interpersonal Conflict, Inter-Group Conflict, Inter-Organizational Conflict.

INTRODUCTION

Ndian Division, situated in the Southwest Region of Cameroon, is a vibrant area with significant economic activity linked to its waterways and coastal access. Maritime transportation plays a vital role in the economic development of the Southwest Region of Cameroon, facilitating trade and connectivity (Kimbu, 2011). At the heart of this activity lies the Ndian Water Enterprise, a crucial maritime transportation company responsible for the movement of goods and services within its territorial waters and across the border to Nigeria, positioning it as a vital artery for regional trade and connectivity. The inherent complexities of managing local and international maritime transport, including intricate logistical chains and diverse stakeholder interactions, render such enterprises susceptible to organizational conflict. While the general understanding of organizational conflict is well-documented (Rahim, 2010), the specific manifestations and typology of these conflicts within the unique context of maritime transportation companies in Cameroon, particularly the Ndian Water Enterprise, remain underexplored. This study, therefore, undertakes a critical analysis of the typology of conflicts that manifest within Ndian Water Enterprise, aiming to identify and understand the spectrum of disagreements and tensions that shape its internal dynamics and external relationships.

Organizational conflict, a pervasive phenomenon in any collective human endeavour, arises from a multitude of factors including competing goals, scarce resource allocation, differing values and perceptions, communication breakdowns, and power imbalances (Rahim, 2010). Organizational conflict is a well-recognized phenomenon in entities marked by intricate operational structures and diverse stakeholder groups, often leading to challenges in coordination and productivity (Fossung, 2023). In the context of a maritime transportation company like Ndian Water Enterprise, such conflicts can arise from various sources, including differing objectives among stakeholders, communication barriers, and competition for resources. Extensive research has examined these sources and the resulting typologies of conflict in various organizational settings (for example Jehn, 1995; De Dreu & Weingart, 2003). Some studies have also explored conflict within the public sector and in the context of service delivery (Ostrom, 1990; Wilson, 1989). However, there is limited empirical research that specifically delves into the typology of conflicts within maritime transportation companies, especially within the unique socio-economic and regulatory environment of Cameroon. The complexities of managing vessel operations, coordinating onshore logistics, navigating customs and regulatory frameworks in two countries, and ensuring the safety and well-being of diverse personnel in this specific context may give rise to unique forms and patterns of conflict that are not fully captured by existing general organizational conflict theories.

Within Cameroon, studies on the water and transportation sectors have often focused on issues of governance, infrastructure development, and economic impact. Mbouoh (2012) explores the relationship between governance structures and the efficiency of water supply systems, highlighting challenges such as corruption, lack of accountability, and inadequate infrastructure.

While this study provides valuable insights into the operational landscape and challenges within these sectors, there appears to be a paucity of research specifically analyzing the this of conflicts that emerge within maritime transportation enterprises like the Ndian Water Enterprise. Understanding the specific typology of these conflicts, considering the local regulatory frameworks, cultural nuances in stakeholder interactions, and the specific operational challenges within the Cameroonian context, is crucial for developing effective management strategies tailored to this unique environment. This study aims to fill this significant gap in the literature by providing an in-depth analysis of the typology of conflicts within the Ndian Water Enterprise.

Understanding the specific types of conflicts that prevail within Ndian Water Enterprise is not merely an academic pursuit; it is a fundamental necessity for fostering a more efficient, productive, and harmonious operational environment, ultimately impacting the company’s ability to effectively serve its stakeholders and contribute to the economic vitality of the region. This study aims to fill this significant gap in the literature by providing an in-depth analysis of the typology of conflicts within the Ndian Water Enterprise. Specifically, this article is guided by the following objectives: first, to identify the primary types of organizational conflicts that occur within the Ndian Water Enterprise; second, to analyze the key drivers of these identified conflict types; and third, to provide a foundational understanding of the conflict landscape at Ndian Water Enterprise in Ndian Division, thereby informing the development of targeted and effective conflict management strategies. This research will contribute to both the academic understanding of organizational conflict in a unique maritime context within Cameroon and provide practical insights for the management of the Ndian Water Enterprise.

Objectives of the study

The article is guided by the following objectives:

• To identify the primary types of organizational conflicts that occur within Ndian Water Enterprise.
• To analyze the key drivers of the conflict types within Ndian Water Enterprise.
• To provide a foundational understanding of the conflict landscape at Ndian Water Enterprise in Ndian Division, thereby informing the development of targeted and effective conflict management strategies.

METHODOLOGY

This study adopts a qualitative research approach, which is particularly well-suited for exploring complex social phenomena and gaining an in-depth understanding of individual experiences and perspectives (Creswell & Poth, 2018). A case study design was employed, focusing on Ndian Water Enterprise as a single, bounded system. This approach allows for a rich and contextualized examination of conflict within its specific organizational setting (Stake, 1995; Yin, 2018). To select participants with relevant knowledge and experience, a purposive sampling technique was utilized, which is effective for identifying information-rich cases directly relevant to the research question (Patton, 2015). Snowball sampling was also employed to identify additional participants through referrals, allowing access to potentially hidden perspectives and informal networks (Goodman, 1961). Data was collected through semi-structured interviews, which facilitate detailed individual narratives (Seidman, 2013), and focus group discussions (FGDs), which are valuable for exploring shared understandings and diverse perspectives within a group (Morgan, 1997). Relevant organizational documents were reviewed to provide contextual background and official records (Bowen, 2009). The qualitative data gathered will be analyzed using thematic analysis, a systematic method for identifying, organizing, and interpreting patterns of meaning across the data set (Braun & Clarke, 2006).

THEORETICAL FRAMEWORK

The article made use of the Organizational Conflict Theory. The Organizational Conflict Theory, while not attributable to a single “propounder” in the same way as some psychological theories, has evolved through the contributions of numerous scholars across sociology, management, and psychology. Its intellectual roots can be traced back to the works of Karl Marx (1818-1883) who emphasized the inherent conflict arising from the competition for scarce resources and power within society, particularly between different economic classes. While Marx’s primary focus was on societal-level conflict, his ideas laid a foundational understanding of how competition and unequal power dynamics can drive conflict within any structured group, including organizations. Therefore, Karl Marx (1818-1883) is widely considered a key figure and foundational thinker in the development of conflict theory, including its application to organizations.

Organizational Conflict Theory posits that conflict is a natural and often inevitable phenomenon within organizations, arising from the real or perceived opposition of needs, interests, values, goals, or resources among individuals or groups (Rahim, 2010). Unlike earlier perspectives that viewed conflict as inherently negative and something to be eliminated, modern organizational conflict theory recognizes that conflict can be both dysfunctional and functional. Moderate levels of certain types of conflict, when managed constructively, can stimulate innovation, improve decision-making by challenging assumptions, and foster a deeper understanding of diverse perspectives (De Dreu & Gelfand, 2008).

Organizational Conflict Theory examines disagreements and tensions at various levels within and between organizations, encompassing intra-individual conflict arising from internal pressures like role ambiguity or competing priorities; interpersonal conflict occurring between individuals due to factors such as personality clashes, differing goals, or communication breakdowns (Jehn et al., 1997); intra-group conflict emerging within a team related to task disagreements, process issues, or relationship tensions (Sherif, 1966); inter-group conflict manifesting between different teams or departments often driven by resource competition or differing goals (Thompson, 1967); and inter-organizational conflict arising between two or more organizations due to market competition, contractual disputes, or differing strategic objectives (Oliver, 1991).

Organizational Conflict Theory identifies various sources or drivers of conflict within organizations, including competition for scarce resources such as budget, personnel, or equipment (Sherif, 1966); conflicting objectives or priorities between individuals, groups, or departments (Thompson, 1967); disagreements over authority, influence, or control, leading to power struggles (Rahim, 2010); misunderstandings, lack of information, or ineffective communication styles resulting in communication breakdowns (Tannen, 1990); organizational design elements such as interdependence of tasks or unclear roles, known as structural factors (Van de Ven et al., 1976); and clashes in fundamental values or differing perspectives on organizational issues, referred to as differences in values and beliefs.

In the context of Ndian Water Enterprise, Organizational Conflict Theory offers a valuable framework for understanding the various disagreements and tensions that may arise. By considering the different levels of conflict and their potential drivers within the specific maritime and local context, NWE can gain insights into the root causes of these issues. This theoretical perspective highlights the need for targeted conflict management strategies that address specific challenges and promote a more productive and harmonious organizational environment.

Primary types of organizational conflicts that occur within Ndian Water Enterprise

Ndian Water Enterprise, a maritime transportation company operating within the dynamic economic landscape of Ndian Division, Southwest Region, Cameroon, experiences various primary types of organizational conflicts in its daily operations. The article outlines some of the key aspects of these internal disagreements by focusing on interpersonal conflicts, inter-group conflicts, and inter-organizational conflicts that manifest within Ndian Water Enterprise.

Interpersonal Conflicts in Ndian Water Enterprise

Interpersonal conflict, defined as disagreements, friction, or opposition between two or more individuals (Rahim, 2010), represents a fundamental layer of organizational conflict within Ndian Water Enterprise. As a maritime transportation company operating within the specific socio-economic and cultural context of Ndian Division, Southwest Region, Cameroon, and extending its services to Nigeria, the enterprise provides a setting where diverse individuals with varying backgrounds, roles, and expectations interact daily. These interactions, whether among vessel crew members confined to close quarters, between onshore staff in different departments, or between seafarers and their land-based counterparts, can inevitably lead to interpersonal conflicts that impact individual well-being and organizational effectiveness.

Several factors inherent in the operational environment of Ndian Water Enterprise can contribute to the emergence of interpersonal conflicts. The maritime industry, even in localized operations, often involves demanding work schedules, potential stress due to safety concerns and operational pressures, and, particularly for vessel crews, prolonged periods of proximity (Golembiewski, 1982). Confined spaces and the intensity of teamwork required on vessels can amplify minor differences in personality, communication styles, or work habits, leading to friction between crew members (Thomas, 1976). For instance, disagreements might arise over task allocation, adherence to safety procedures, or even personal conduct within the shared living and working environment.

Furthermore, interpersonal conflicts can also occur between onshore staff in various departments. Differing perspectives on operational priorities, competition for limited resources, or perceived inconsistencies in treatment by supervisors can lead to disagreements between colleagues. The cultural context of the Ndian Division, with its own unique social norms and communication patterns, can further shape the way interpersonal conflicts manifest and are addressed (or not addressed) within the workplace. Additionally, the interface between onshore and offshore staff presents another potential avenue for interpersonal conflict. Misunderstandings or a lack of empathy for the challenges faced by either group (for instance, onshore staff not fully appreciating the difficulties of life at sea, or seafarers feeling unsupported by land-based operations) can lead to friction and strained working relationships.

The consequences of unresolved interpersonal conflicts within Ndian Water Enterprise can be significant. They can lead to decreased morale and job satisfaction among employees, increased stress levels, reduced team cohesion, and ultimately, a decline in overall productivity potentially impacting safety-critical operations in the maritime environment. Therefore, understanding the sources and dynamics of interpersonal conflicts is a crucial step for Ndian Water Enterprise in developing effective strategies for their prevention and resolution, fostering a more positive and collaborative work environment that supports its vital role in the regional economy.

Inter-Group Conflicts in Ndian Water Enterprise

These inter-group conflicts occur between teams, departments, or categories of personnel, such as different vessel crews, the onshore logistics team, the maintenance unit, and administrative staff (Rahim, 2010). Recognizing these divisions and the potential for conflict between them is crucial to understanding the internal dynamics of the enterprise. One clear type of inter-group conflict observed in Ndian Water Enterprise involves disagreements between operational units. For example, vessel crews responsible for the actual transportation of goods might experience conflict with the onshore logistics team tasked with preparing cargo and managing schedules. These conflicts can manifest as frustrations over loading/unloading times, the readiness of cargo, or perceived inefficiencies in communication and coordination between ship and shore. Similarly, different vessel crews, especially if operating on different routes or handling different types of cargo, might experience conflict related to the allocation of resources, such as docking priority or maintenance schedules.

Another type of inter-group conflict occurs between support and operational departments. The maintenance department, responsible for ensuring the seaworthiness of the vessels, might find itself in conflict with operational teams eager to minimize downtime and maximize transportation schedules. Disagreements over the timing and extent of necessary repairs or maintenance can arise due to these differing priorities. Likewise, administrative departments focused on budgetary constraints might experience conflict with operational units seeking necessary expenditures for equipment upgrades or training, highlighting tension between financial prudence and operational needs.

Furthermore, a potential area for inter-group conflict within Ndian Water Enterprise exists between seafaring personnel and land-based staff. These two broad categories of employees often have different working conditions, perspectives, and priorities. Seafarers, facing the challenges of life at sea, might feel that their needs and concerns are not fully understood or addressed by onshore staff, leading to feelings of disconnect and potential conflict. Conversely, onshore staff might perceive seafarers as not fully appreciating the logistical and administrative complexities of their roles.

These examples illustrate the primary types of inter-group conflicts that can occur within Ndian Water Enterprise, stemming from the inherent divisions of labour and differing operational demands within a maritime transportation company. Understanding these specific inter-group dynamics, without delving into the underlying drivers at this stage, provides a foundational picture of the internal conflict landscape of the enterprise.

Inter-Organizational Conflicts in Ndian Water Enterprise

Beyond the internal dynamics, Ndian Water Enterprise, operating as a maritime transportation company within Ndian territorial waters and extending its services to Nigeria, inevitably engages with various external entities, leading to inter-organizational conflicts. These conflicts arise from disagreements, disputes, or competing interests between Ndian Water Enterprise and other organizations or stakeholders in its external environment (Oliver, 1991). Given its operational scope, several key external actors can be sources of such conflicts.

One primary area of inter-organizational conflict involves regulatory bodies. Ndian Water Enterprise must comply with maritime laws and regulations in both Cameroon and, when operating in Nigerian waters, in Nigeria. Disagreements can arise with port authorities in either country regarding berthing rights, safety inspections, adherence to environmental regulations, or the interpretation and enforcement of maritime codes (Yaffee & Zimring, 1997). For instance, disputes over alleged violations, delays in obtaining necessary clearances, or disagreements on the implementation of new regulations can lead to significant inter-organizational conflict, impacting the company’s operational efficiency and potentially incurring financial penalties.

Another significant source of inter-organizational conflict stems from interactions with other businesses and service providers. Ndian Water Enterprise relies on various external entities, such as suppliers for vessel maintenance and fuel, cargo handlers, and potentially other transportation or logistics companies. Disagreements over contractual terms, pricing, service quality, or delivery schedules can lead to conflicts with these external partners (Dwyer et al., 1987). For example, a dispute with a fuel supplier over pricing or delivery reliability can directly impact the company’s operational costs and timelines.

Furthermore, Ndian Water Enterprise may experience conflict with local communities within Ndian territorial waters. This can arise from issues such as perceived environmental impacts of their operations (for instance, noise or pollution), competition for resources (for instance, fishing grounds), or disputes over access to waterways or coastal areas (Fitzpatrick & Sinclair, 2003). These conflicts can affect the company’s social license to operate and necessitate careful engagement and conflict resolution strategies to maintain positive community relations.

Finally, the cross-border nature of Ndian Water Enterprise’s operations introduces the potential for conflict with Nigerian authorities and organizations. This can include disagreements with Nigerian customs and immigration officials regarding clearance procedures, tariffs, or the interpretation of cross-border trade agreements. Differences in legal frameworks, administrative processes, and cultural norms can also contribute to misunderstandings and conflicts with Nigerian partners or regulatory bodies.

Key drivers of the conflict types within Ndian Water Enterprise

Understanding the fundamental forces that fuel these disagreements is crucial for effective management and improved organizational performance. This analysis delves into the key drivers underpinning the various types of conflicts within NWE, encompassing operational demands, organizational dynamics, the complexities of cross-border activities, the local context, and individual factors that contribute to friction and disagreement within the enterprise. By identifying these core drivers, this study aims to provide a foundational understanding of the root causes of conflict at NWE.

Operational Demands and Maritime Nature:

The maritime industry’s demanding work schedules, potential safety hazards, and unpredictable environmental conditions can heighten tensions and contribute to interpersonal conflicts among crew members and between onshore and offshore staff (Golembiewski, 1982). The responsibility for safety-critical operations under pressure can also be a source of disagreement over procedures and decision-making. Also, the smooth operation of NWE requires tight coordination between various teams and departments (vessel operations, logistics, maintenance, and administration). Delays or inefficiencies in one area directly impact others, creating frustration and blame, leading to inter-group conflicts (Thompson, 1967). The complexities of scheduling voyages, managing cargo, and ensuring vessel maintenance across local and potentially international routes amplify these coordination challenges.

Furthermore, like many organizations, NWE likely operates under resource limitations (financial, personnel, equipment). Competition for these scarce resources between different departments (e.g., maintenance vs. operations for budget allocation) or even between individual employees (e.g., access to specific equipment) can be a significant driver of both inter-group and interpersonal conflicts (Sherif, 1966).

Organizational Structure and Dynamics:

The traditional hierarchical structure within maritime organizations, particularly on vessels, can create power imbalances that contribute to conflict. Subordinates may be hesitant to voice concerns or disagree with superiors, potentially leading to unresolved issues that fester. Perceptions of autocratic leadership or unfair exercise of authority can fuel interpersonal and potentially inter-group tensions (Rahim, 2010). Also, ambiguity or overlap in job roles and responsibilities, both within vessels and across onshore departments, can lead to confusion, territorial disputes, and conflict over accountability. This is particularly relevant in a dynamic operational environment where tasks may need to be flexible.

Moreover, Ineffective or inadequate communication, both vertically (between management and employees) and horizontally (between departments or crew members), is a pervasive driver of all types of conflict. Misunderstandings, lack of information sharing, and differing communication styles (potentially influenced by cultural factors in the local and cross-border context) can escalate disagreements (Tannen, 1990).

Cross-Border Operations

Operating to and from Nigeria introduces complexities related to differing customs regulations, immigration policies, port procedures, and legal frameworks. Navigating these differences can lead to inter-organizational conflicts with Nigerian authorities or partner organizations, as well as internal conflicts over compliance and operational adjustments.

Interactions with Nigerian stakeholders (port officials, partners, etc.) may be subject to cultural and language differences that can lead to misunderstandings and potential conflict if not managed effectively (Hofstede, Hofstede, & Minkov, 2010). Cross-border maritime transport can involve security risks and complexities related to border control, potentially leading to conflicts with security agencies or concerns among employees.

Local Context

Local cultural norms, values, and communication styles can influence how conflicts are perceived and managed within the organization. Understanding these local dynamics is crucial, as they can either exacerbate or mitigate conflict. Factors like tribal affiliations or local power structures could also play a role. As a significant enterprise in Ndian Division, NWE’s interactions with local communities (for example, fishing communities, landowners) can be a source of inter-organizational conflict if environmental concerns, resource access, or social impacts are not managed effectively (Fitzpatrick & Sinclair, 2003). The local economic situation and competition within the maritime transport sector can create pressures that contribute to internal conflicts over resources and efficiency.

Individual Factors:

Inherent differences in personality, values, and work styles among individuals will inevitably lead to some level of interpersonal friction. Feelings of unfairness regarding workload, compensation, promotion opportunities, or treatment by supervisors can be a potent driver of interpersonal and potentially inter-group conflict (Adams, 1963). Individual stress levels, influenced by work demands and personal factors, can lower tolerance for conflict and increase the likelihood of interpersonal disagreements (Spector & Jex, 1998).

A foundational understanding of the conflict landscape at Ndian Water Enterprise in Ndian Division, thereby informing the development of targeted and effective conflict management strategies

Understanding the intricate landscape of these conflicts, encompassing their typology, underlying drivers, and potential ramifications, is a crucial precursor to developing and implementing targeted and effective conflict management strategies. This comprehensive overview aims to establish a foundational understanding of the conflict dynamics within NWE, drawing upon established theoretical frameworks and considering the unique characteristics of its maritime operations and local context. By illuminating the key aspects of NWE’s conflict landscape, this analysis seeks to inform the development of interventions that can enhance organizational effectiveness, improve employee well-being, and ensure the sustainable delivery of essential transportation services within the Ndian Division and potentially its broader operational sphere.

The concept of organizational conflict encompasses a wide range of disagreements, tensions, and disputes that arise among individuals or groups within an organization (Rahim, 2010). These conflicts are not monolithic but rather manifest in distinct forms, each with its own dynamics and potential consequences. Within the context of Ndian Water Enterprise, a foundational understanding necessitates the identification and categorization of the primary conflict types likely to be present. These typically include interpersonal conflict, inter-group conflict, and inter-organizational conflict (De Dreu & Gelfand, 2008).

Interpersonal conflict, occurring between individual employees, can stem from a multitude of sources within NWE. Differences in personality, communication styles, work habits, or personal values can lead to friction, particularly within the close-knit environment of vessel crews or between individuals with interdependent roles (Jehn et al., 1997). The demanding and often stressful nature of maritime work, coupled with potential perceptions of unfair treatment or resource allocation at the individual level, can further exacerbate these interpersonal tensions (Adams, 1963; Spector & Jex, 1998). Understanding the prevalence and nature of these individual-level conflicts is essential for fostering a positive and supportive work environment.

Inter-group conflict, arising between different teams, departments, or categories of employees within NWE, presents another critical dimension of the conflict landscape. Divisions between vessel operations, onshore logistics, maintenance, and administrative staff, each with its distinct goals and operational priorities, can lead to disagreements over resource allocation, scheduling, and task coordination (Sherif, 1966; Thompson, 1967). The inherent interdependence of these groups in ensuring the smooth flow of maritime transportation creates opportunities for friction when delays or inefficiencies occur, potentially fostering an “us vs. them” mentality that hinders collaboration (Van de Ven et al., 1976).

Inter-organizational conflict extends beyond the internal boundaries of NWE, encompassing disputes and disagreements with external stakeholders crucial to its operations. This includes regulatory bodies such as port authorities and maritime administrations, with whom conflicts may arise over compliance, permits, or the interpretation of regulations (Yaffee & Zimring, 1997). Relationships with suppliers of essential goods and services (e.g., fuel, maintenance) can also be a source of conflict related to contractual terms, pricing, or service quality (Dwyer et al., 1987). Furthermore, NWE’s presence and operations within the Ndian Division necessitate engagement with local communities, potentially leading to conflicts concerning environmental impacts, resource access, or social responsibility (Fitzpatrick & Sinclair, 2003). Understanding these external conflict dynamics is vital for maintaining the company’s operational viability and its social license to operate within its local context.

Beyond identifying the types of conflicts, establishing a foundational understanding of NWE’s conflict landscape requires an analysis of the key drivers that fuel these disagreements. Several interconnected factors contribute to the emergence and escalation of conflict within the organization. The inherent operational demands of maritime transportation, including the stress and risk associated with seafaring, the critical need for precise coordination, and the potential for resource constraints, create a backdrop against which conflicts are more likely to arise (Golembiewski, 1982). Organizational structure and dynamics, such as hierarchical power imbalances and a lack of clearly defined roles and responsibilities, can also contribute significantly to both internal and external friction (Rahim, 2010). Perhaps one of the most pervasive drivers is ineffective communication, which can lead to misunderstandings, misinterpretations, and the escalation of minor disagreements into full-blown conflicts across all levels of the organization (Tannen, 1990).

The specific context of Ndian Division, Southwest Region, Cameroon, plays a crucial role in shaping the conflict landscape of NWE. Local socio-cultural norms, values, and communication styles can influence how conflicts are perceived and managed, potentially creating unique challenges or opportunities for resolution. The relationship between NWE and local communities, influenced by historical interactions and the company’s impact on the local environment and economy, can be a significant driver of inter-organizational conflict. Furthermore, the broader economic pressures and competitive landscape within the region can contribute to internal conflicts over resource allocation and operational efficiency. If NWE’s operations extend beyond Ndian territorial waters, the complexities of navigating different regulatory frameworks, cultural nuances, and potential security concerns in other regions become additional drivers, particularly for inter-organizational conflicts (Hofstede et al., 2010).

Finally, it is crucial to acknowledge the role of individual factors in driving conflict within NWE. Inherent differences in personality, values, and work styles among employees will inevitably lead to some level of interpersonal friction. Perceptions of inequity regarding workload, compensation, or opportunities can breed resentment and contribute to both interpersonal and inter-group conflicts (Adams, 1963). Individual stress levels, influenced by both work-related and personal factors, can also lower tolerance for disagreement and increase the likelihood of conflictual interactions (Spector & Jex, 1998).

Understanding the potential consequences of unmanaged or poorly managed organizational conflicts is the final critical component of establishing a foundational understanding of NWE’s conflict landscape. At the individual level, persistent conflict can lead to decreased job satisfaction, increased stress, burnout, reduced motivation, and ultimately, higher rates of employee turnover (Cropanzano et al., 2003). At the group level, unresolved inter-group conflicts can severely hinder collaboration, reduce efficiency, lead to delays in critical maritime operations, and foster a climate of distrust and animosity, potentially compromising safety protocols. At the organizational level, a pervasive culture of conflict can damage NWE’s reputation among stakeholders, increase operational costs due to inefficiencies and disputes, negatively impact service delivery, and potentially lead to legal or regulatory challenges arising from inter-organizational conflicts.

By providing this comprehensive overview of the types, drivers, and potential consequences of organizational conflicts within Ndian Water Enterprise, this analysis fulfills its objective of establishing a foundational understanding of the company’s conflict landscape within the specific context of Ndian Division and its maritime connections. This understanding serves as a crucial stepping stone for informing the development of targeted and effective conflict management strategies. Recognizing the specific forms and root causes of disagreements will enable NWE to implement interventions tailored to its unique operational environment, organizational culture, and stakeholder relationships. Such strategies may include enhanced communication protocols, conflict resolution training programs, clearer role definitions, fair resource allocation mechanisms, and proactive engagement with external stakeholders. Ultimately, a well-informed approach to conflict management will contribute to a more harmonious, productive, and sustainable future for Ndian Water Enterprise in its vital role within the region.

CONCLUSION

This study has undertaken an analysis of the typology of conflicts within Ndian Water Enterprise (NWE), a maritime transportation company operating within the specific context of Ndian Division, Southwest Region, Cameroon, and extending its services to Nigeria. By examining the various forms of disagreement that manifest within the organization, which include: interpersonal, inter-group, and inter-organizational and considering the multifaceted drivers that fuel them, this research provides a comprehensive overview of the conflict landscape. This directly addresses the study’s primary objective: to identify the typology of conflicts within Ndian Water Enterprise.

The findings suggest that NWE, like many organizations, experiences conflict across different levels. Interpersonal conflicts, often stemming from individual differences, demanding work conditions inherent in maritime operations, and perceived inequities, represent a foundational layer of friction. This aligns with identifying the primary types of organizational conflicts that occur within Ndian Water Enterprise. The prevalence of interpersonal conflict is well-documented in organizational behaviour literature, often linked to personality clashes and differing communication styles (Jehn, 1995).

Inter-group conflicts, arising between distinct teams and departments such as vessel crews, onshore logistics, and maintenance, are driven by competition for resources, differing operational priorities, and the interdependence of tasks crucial to the company’s functioning. This finding supports the aim to analyze the key drivers of the conflict types within Ndian Water Enterprise, by highlighting conflict at the group level and resonates with research on interdepartmental conflict arising from task interdependence and resource allocation. The studies by Sherif and Sherif (1950s) on Realistic Conflict Theory and the research by De Dreu and Weingart (2003) on organizational conflict provide valuable insights into the nature of inter-group dynamics. They emphasize the importance of understanding the underlying causes of conflict and the potential for resolution through cooperation and effective management strategies. Furthermore, NWE’s engagement with its external environment, including regulatory bodies, suppliers, local communities, and Nigerian entities due to its cross-border activities, gives rise to significant inter-organizational conflicts, directly addressing the drivers of conflict in NWE by illustrating conflict extending beyond the organization’s boundaries. Literature on inter-organizational relations and boundary spanning highlights the potential for conflict arising from differing goals and regulatory frameworks. For example, Oliver (1991) discusses how organizations respond to institutional pressures, including conflict arising from differing goals and interests among organizations. She outlines various strategic responses that organizations can adopt to manage inter-organizational conflict effectively.

The analysis of the key drivers reveals a complex interplay of factors. The inherent stressors and coordination challenges of maritime transportation, coupled with organizational dynamics such as hierarchical structures and communication barriers, create fertile ground for conflict. This directly addresses the objective, which aimed to identify the key drivers of conflict within NWE. The impact of demanding work environments and communication breakdowns on organizational conflict is supported by research in maritime human factors and organizational communication. The interplay between stress in maritime work and communication barriers significantly impacts the mental health and operational efficiency of maritime personnel. Seafarers often face unique challenges that contribute to high levels of stress, including prolonged isolation, demanding work schedules, and exposure to harsh working conditions. These stressors can lead to mental health issues such as anxiety and depression, which are prevalent among maritime workers (Brooks & Greenburg, 2022).

The specific socio-cultural and economic context of Ndian Division, along with the added complexities of cross-border operations involving differing regulations and cultural nuances, further shape the conflict landscape, a factor often highlighted in studies of organizations operating in diverse or international settings According to Ngwa (2018), the significance of cultural dimensions in shaping how conflict is perceived and managed in Cameroonian organizations. The findings reinforce the importance of considering cultural context in cross-cultural management, particularly in developing effective conflict resolution strategies that align with the values and customs of diverse workforces.

The potential consequences of these unmanaged conflicts are substantial, impacting individual well-being, team cohesion, operational efficiency, stakeholder relationships, and the overall sustainability of Ndian Water Enterprise. Therefore, the insights gained from this analysis underscore the critical need for NWE to proactively address its conflict dynamics. By providing a foundational understanding of the typology and drivers of conflicts within Ndian Water Enterprise, this study lays the groundwork for the development of targeted and effective conflict management strategies. Recognizing the specific forms and root causes of disagreements will enable the implementation of interventions tailored to the unique challenges faced by this maritime transportation company operating in its particular local and regional context. Ultimately, fostering a more harmonious and collaborative environment will contribute to the enhanced performance of Ndian Water Enterprise in its vital role of facilitating maritime transport within Ndian Division and its connections with Nigeria, thereby benefiting the local economy and the well-being of its stakeholders.

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