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Abstract

Conflict within an organisation is inevitable and, if not managed strategically, can hinder the smooth running of work processes and weaken long-term financial stability. In modern organisations' demands for operational efficiency and financial resilience, appropriate conflict resolution strategies are essential to human resource management (HRM) practices. This study aims to identify the theoretical relationship between conflict resolution strategies, organisational efficiency, and financial stability and to develop an integrative conceptual model based on a literature review as a foundation for future empirical research. This study employs a systematic literature review method with a descriptive qualitative approach. The research begins with identifying key terms, which are then traced through various scientific databases such as Scopus, ScienceDirect, SpringerLink, SAGE Journals, Google Scholar, and MDPI. Articles were selected based on strict inclusion criteria, namely originating from reputable scientific journals, having undergone peer review, including an active DOI, and substantially discussing the main variables in the study. The articles used were selected purposively to ensure their theoretical and methodological contributions to the conceptual framework developed. Analysis was conducted using a thematic and narrative content approach. The study results indicate that collaborative conflict resolution strategies can improve organisational efficiency through enhanced communication and team synergy while reducing destructive conflicts. This efficiency strengthens the organisational cost structure and supports long-term financial stability. These findings provide a theoretical foundation for developing more adaptive and integrative managerial models in response to contemporary organisational dynamics.

Keywords

Conflict Resolution Organisational Efficiency Financial Stability

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