In the multinational enterprise (MNE), workplace conflict is generally managed within organisational systems adopted from the West. When MNEs operate in emerging economies, there is a potential disconnect between these systems and the conflict management preferences of local employees. We propose that international managers consider using indigenous knowledge to inform the conflict management systems in their subsidiaries in order to enhance and sustain cooperative workplace relations. Drawing on literature from management, anthropology, and international development, as well as the authors' experience as participant observers in the industrial sector in Sri Lanka, we develop a conceptual model for 'leveraging' indigenous knowledge. The model is illustrated by a practical application in the Sri Lankan subsidiary of a European MNE. We conclude by suggesting that the leveraging of indigenous dispute resolution knowledge from the community into the organisation contributes to greater workplace harmony and global corporate citizenship. [ABSTRACT FROM AUTHOR] .

Copyright of Journal of Corporate Citizenship is the property of Greenleaf Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.).