Proceedings of the 3rd International Conference, The Federal Polytechnic, Ilaro, 16 th & 17 th Aug, 2022 688 Jegede, Oluwatosin Wuraola & Akinboboye, Oluwakayode Moses IMPACT OF INTRA-GROUP CONFLICT ON ORGANIZATIONAL PERFORMANCE: ALIENATING ROLE OF CROSS CULTURALISM Jegede, Oluwatosin Wuraola Department of Marketing, The Federal Polytechnic, Ilaro, Ogun State, Nigeria Phone Number: 08033681829, Email: oluwatosin.jegede@federalpolyilaro.edu.ng Akinboboye, Oluwakayode Moses Department of Public Administration, The Federal Polytechnic, Ilaro, Ogun State, Nigeria Phone Number: 07062218128, Email: oluwakayode.akinboboye@federalpolyilaro.edu.ng Abstract In this study, a model was developed to describe relationships between impacts of intra-group conflict on organizational performance – alienating the role of cross culturalism. To identify the impact of intra-group conflict on organizational performance, data were collected from 170 staff of Dangote Cement Company located in Ibese, Ogun State, Nigeria. Data were analyzed using SPSS. Findings indicated that intra-group conflict had direct negative effects on organizational performance and effectiveness. Furthermore, our findings suggest that reducing intra-group conflict and providing team members with the abilities to manage conflict effectively is a way to increase organizational performance and implement strategies able to decrease a stressful work environment and increase team-building activities. At the end, conclusion, recommendations, limitations, and future research directions were also indicated. Keywords: Cognitive Task Conflict, Cross Culturalism, Emotional Conflict, Intra-group conflict, Organizational Performance Introduction Conflict is normally viewed as difference of interests or ideas (Adomi & Ozioma Anie, 2006). Organizational conflict speaks about disagreement that happens when the goals of different persons or groups are mismatched and affects each other’s performance which makes it difficult in achieving their objectives (Karatepe & Tekinkus, 2006). It is difficult to avoid conflict during the organizational life time; because of different stakeholders outside the organization and within the organization having different goals such as employer and employee are often incompatible. Conflict is an important aspect of life where individuals compete for jobs, resources, authority, and safety. It is hard to deal with conflict, because it produces emotions when the individuals feel threatened, thereby creates tension, anxiety inducing the response of anger and fight (Zepeda, 2006). Intra-group conflicts arise from either task or relationship (Amason, 1996; Pelled, Eisenhardt & Xin, 1999). Relationship conflict or emotional conflict described by the personality clashes or negative emotional interaction between two or more people, who are connected with rigidity, dislike, and annoyance. Whereas, task conflict mentions the divergences about content of decisions and different views, thoughts, ideas, key decision areas and procedures, among group members (Guerra, Martínez, Munduate & Medina, 2005). Based on social information handling theories of Crocker, Fiske & Taylor (1984) on one hand, and self-categorization theory of Turner (1987) on the other hand, many researchers have submitted in their findings that groups which are culturally diverse face more negative outcomes of groups crises than the groups having cultural similarity just because of preference; bias against members; mistakes in communication; different perceptions; and acknowledgement among the members of group (Canen & Canen, 2008). Due to cultural Differences, individuals have different beliefs and values. As a result, individuals have different approaches and perceptions to conflict, thus, it can be difficult to resolve conflict and affect the mechanism of resolution. Moreover, these undesirable features affect the performance of culturally diverse group. It is likely that the cross culturalisim will be negatively related to the perceived performance of the group. Performance is recognized as one of the important indicators of the group efficacy (Gladstein, 1984) and often used as an outcome variable in the literature of intra-group conflict (Jehn, 1994; Jehn, 1995). Different researchers have found out that all the three forms of conflict (Relationship, Process, and Task Conflict) have differential influence on effectiveness of a group in