Causal Psychosocial Relationship Model of Digital Communication Behaviour Influencing Conflict Reduction in Public Limited Companies

Naksit Sakdapat

Associate Professor, Faculty of Humanities, University of the Thai Chamber of Commerce, Thailand.

Ruksakul Cheewakoset

Assistant Professor, Faculty of Management Sciences, Kasetsart University, Thailand.

Pannika Ngamcharoen

Lecturer, College of Creative Agriculture for Society, Srinakharinwirot University, Thailand.

Duchduen Emma Bhanthumnavin

Professor, Graduate School of Social Development and Management Strategy, National Institute of Development Administration, Thailand.

Sakda Panhengphet

Emeritus Professor, Faculty of Communication Arts, Chulalongkorn University, Thailand.

Abstract

The increasing adoption of digital technologies has transformed organisational communication, improving coordination and information exchange while simultaneously creating challenges such as communication ambiguity, reduced interpersonal trust, and workplace conflict. Despite extensive research on psychosocial factors, digital communication behaviour, and organisational conflict reduction, limited evidence exists regarding the causal mechanisms linking these constructs in public limited companies. Therefore, this study aimed to develop and validate a causal model examining the influence of psychosocial factors on organisational conflict reduction through digital communication behaviour. A quantitative cross-sectional survey was conducted using data collected from 880 managers and operational employees working in public limited companies. Data were gathered through a six-point Likert-scale questionnaire. Confirmatory Factor Analysis was employed to assess construct validity and reliability, while Structural Equation Modelling was used to examine the proposed causal relationships. The results demonstrated that the proposed model achieved an excellent fit with the empirical data (?² = 97.63, Comparative Fit Index = 0.98, Goodness-of-Fit Index = 0.98, Adjusted Goodness-of-Fit Index = 0.97, Tucker–Lewis Index = 0.97, and Root Mean Square Error of Approximation = 0.06). Standardised factor loadings ranged from 0.70 to 0.82, Composite Reliability values from 0.79 to 0.83, and Average Variance Extracted values from 0.54 to 0.65, confirming satisfactory reliability and construct validity. Psychosocial factors positively influenced digital communication behaviour (? = 0.74, p < .01) and organisational conflict reduction (? = 0.60, p < .01), while digital communication behaviour also had a significant positive effect on organisational conflict reduction (? = 0.48, p < .01). Furthermore, digital communication behaviour significantly mediated the relationship between psychosocial factors and organisational conflict reduction. The model explained 55% of the variance in digital communication behaviour and 68% of the variance in organisational conflict reduction. The findings indicate that psychosocial factors are strategic organisational resources that strengthen digital communication behaviour, thereby reducing workplace conflict and enhancing collaboration. The study extends the integration of Job Demands–Resources Theory, Social Exchange Theory, and Media Richness Theory, while providing practical implications for human resource development, internal communication systems, and sustainable organisational management in the digital era.

Psychosocial Factors; Digital Communication Behaviour; Organizational Conflict Reduction; Causal Relationships; Public Limited Companies