Organization–Stakeholder Fit in a Military Context: Conflict Resolution Strategies Between a Military Organisation and Military Family

Successful organizations are often those that can effectively manage relationships with stakeholders, especially in times of turbulence and crisis. This conceptual paper aims to integrate organisation-stakeholder fit theory and dual concern theory to mitigate inherent conflict between military organisation and military families. We develop three propositions linking the conflict resolution strategies between stakeholders to organisation-stakeholder fit related outcomes. We argue that applying compromise or accommodation strategies lead to lower partner satisfaction and lower well-being of the military and their families. We thereby emphasize that collaboration strategy will lead to organisation-stakeholder fit and thus achieve value congruence and strategic complementarity in this organisation-stakeholder interaction. Looking at the cooperation of stakeholders through the prism of the military organisation and the military family creates a more extreme context and can therefore broaden the vision of how to deal with conflicts between the organisation and its stakeholders. Finding and applying successful and effective solutions to the inherent conflict between stakeholders in the military environment can improve the performance of military personnel, thereby contributing to achieving the overall objectives of the organisation and meeting the public interest.