Managing Process Conflicts in Starbucks' Global Expansion: A Mismatch Between Growth Scale and Management System

This study investigates process conflicts during Starbucks’ global expansion, focusing on the mismatch between growth scale and management systems. Using organizational behavior theories and empirical data, it identifies key conflicts in staffing, work processes, leadership turnover, and labor relations, and proposes solutions to enhance organizational performance. The analysis highlights the need for adaptive management models to address operational inefficiencies and cultural discontinuities in global expansion.