Organizational Culture and Extrajudicial Mechanisms: A Contemporary Approach to Labor Conflict Resolution

Abstract

The growing complexity of labor relations, combined with the structural transformations of contemporary work environments, has intensified the need for effective and expeditious mechanisms for conflict resolution. In this context, extrajudicial means: negotiation, conciliation, mediation, and arbitration, emerge as relevant alternatives to mitigate labor conflicts, capable of providing flexibility, decision-making autonomy, and a reduction in litigation. Despite their normative and institutional expansion, the use of these mechanisms remains strongly conditioned by organizational culture, which shapes perceptions, practices, and behaviors related to dialogue and the management of disagreements. Thus, the present study aims to systematize the essential theoretical criteria that characterize the relationship between organizational culture and the use of extrajudicial mechanisms for resolving labor conflicts, offering a critical and integrated analysis of the scientific literature. Methodologically, a theoretical–integrative review was conducted to identify, compare, and synthesize the main conceptual approaches, empirical evidence, and normative bases influencing the field. The results show that the effectiveness of extrajudicial mechanisms depends intrinsically on cultural factors such as values, communication practices, perceptions of organizational justice, leadership styles, and the degree of normative institutionalization. It is concluded that the articulation between organizational culture and extrajudicial means constitutes a structuring element for contemporary labor governance, representing both a challenge and an opportunity for the development of more cooperative, inclusive, and sustainable work environments.