Mediation as a strategic tool for managing inter-group conflict: Insights from top–middle management relations in Sri Lanka’s apparel industry

Abstract

This study explores mediation as a strategic approach for resolving inter-group conflict within organisations, with a focused analysis of the relationship between top and middle management in the Sri Lankan apparel industry. The research aims to examine how mediation practices are understood and applied in managing internal workplace conflicts. Qualitative research design is employed, using purposive sampling to select participants with relevant experience in conflict resolution. The sample includes four section supervisors representing middle management and a head or well-experienced Human Resource (HR) manager from selected apparel sector organisations in the Western Province. Data were collected through semi-structured interviews and Key Informant Interviews (KIIs), capturing insights from both operational and policy-level perspectives. Thematic analysis was used to identify recurring patterns, experiences, and institutional approaches to mediation. The literature review supports the study by addressing key concepts such as inter-group conflict, mediation, facilitation, and organisational hierarchy. The findings highlight gaps in structured mediation practices within organisations and reveal limited awareness of their potential benefits in managing inter-group tensions. The study concludes with a call for greater awareness, capacity-building, and formal integration of mediation into organisational conflict resolution frameworks to foster healthier internal dynamics.