bluuebunny/crossref_metadata_2025 huggingface dataset:
THE INFLUENCE OF OWN COGNITIVE AND OTHER'S COMMUNICATED GAIN OR LOSS FRAME ON NEGOTIATION BEHAVIOR
Authors: de Dreu Carsten K.W. , Emans Ben J.M. , van de Vliert Evert
Published: February 2008

Research has shown that negotiators are more cooperative when they code their prospective outcomes as gains (gain frame) instead of as losses (loss frame). Supplementing this prior research that focused exclusively on the effects of negotiator's own frame on his or her own behavior, we argue that frames are communicated and that negotiators are influenced not only by their own frames, but by other's communicated frame as well. This proposition was tested using a 2 X3 design, manipulating the negotiator's own frame (gains/losses) and other's communicated frame (gains/losses/not given). As predicted, other's communicated gain frame reinforced the negotiator's gain frame but did not alter the negotiator's loss frame into a gain frame. Other's communicated loss frame, however, both reinforced the negotiator's own loss frame and altered the negotiator's gain into a loss frame. As a result, other's communicated gain frame, compared to other's communicated loss frame, induced lower demands and higher concessions when negotiators had a gain frame themselves. Loss framed negotiators, however, were not significantly influenced by other's communicated frame.
INFLUENCE OF MOVEMENT TOWARD AGREEMENT AND THIRD PARTY INTERVENTION ON NEGOTIATOR FAIRNESS JUDGMENTS
Authors: Conlon Donald E. , Ross William H.
Published: February 2008

In a simulated organizational conflict, concession behavior by a negotiator's opponent was manipulated to examine how subsequent third party intervention would influence negotiator perceptions of process control, decision control, distributive justice, and the third party. Negotiators whose opponents made large concessions reciprocated by also making large concessions, suggesting a high level of movement toward agreement by the disputants; subjects whose opponents made few concessions reciprocated in kind, resulting in little movement toward agreement. Third parties, however, imposed outcomes on all negotiators prior to negotiated agreements. Perceptions of decision control, distributive justice, and the necessity of third party intervention were influenced by whether disputants were close to reaching an agreement on their own or not. Outcome imposed by the third party influenced almost all measures. The study suggests that behavior by the disputants (in the form of movement toward agreement), and not just behavior by the third party, can influence ratings of both procedures and outcomes.
MEASURING CONFLICT MANAGEMENT STYLES: A COMPARISON BETWEEN THE MODE AND ROCI‐II INSTRUMENTS USING SELF AND PEER RATINGS
Authors: Ben‐Yoav Orly , Banai Moshe
Published: February 2008

This comparative study assesses the internal consistency reliability, rater bias, and convergent and discriminant validities of peer and self ratings for the MODE and ROCI‐II conflict management instruments. Additionally, the study examines the convergent and discriminant validities, and method variance of the two conflict instruments. BBA students (N = 133), divided into small teams, participated in a Business Policy Simulation Game. Participants rated their own conflict management styles and the styles of all members of their teams. Higher internal consistency reliability scores were found for the ROCI‐II than for the MODE. The complementary analyses of an ANOVA and a standard multitrait‐multimethod analysis revealed greater convergence between the two rating sources on the dominating and avoiding styles for the MODE than for the ROCI‐II and higher convergence on the collaborating and compromising styles for the ROCI‐II than for the MODE. A moderately low convergence validity was found between the two instruments.
COMMUNICATION FACTORS RELATED TO CLOSER INTERNATIONAL TIES: AN EXTENSION OF A MODEL IN BRAZIL
Authors: Johnson J. David , Souki Oliveira Omar
Published: February 2008

Central to the study of intercultural communication has been the question of what promotes closer ties between nations. This research replicates and extends a model that specifies three factors (perceptions of homophily, shared interests, and threats), drawn from social distance and systems perspectives, that are posited to have an influence on the desire for closer ties between Brazil and the U.S. Each of the factors have previously been identified as occupying central positions in the development of international relationships. This research extends this model by explicitly incorporating a range of communication channels which are impacted by these factors and which are also hypothesized to effect the desire for closer ties. The results were supportive of the model, with excellent goodness of fit measures for the specified model to the observed data. The results are discussed in terms of their implications for conflict management.
ALTERNATIVE FORUMS FOR CITIZEN PARTICIPATION: FORMAL MEDIATION OF URBAN LAND USE DISPUTES
Authors: Allor David J.
Published: February 2008

Among the recurrent concerns of urban planners and administrators is the institutionalization of an inclusive, equitable, and effective process of citizen participation. Such is required not only as matter of law but also as instrument of social cohesion. The great majority of urban conduct is a function of voluntarism, consensus, and accommodation. In earlier decades, informal social processes facilitated reconciliation. In more recent decades, formal processes of citizen participation have yielded frustration. For the present decade, both literature and practice suggest a shifting of citizen participation processes toward mediation alternatives. While increasingly popular, all mediation alternatives carry three troublesome concerns: definition of interested parties, openness to information, and role of the public mediator. Unless such alternatives are seen as more inclusive, equitable and effective, they will fail to win social acceptance, leading to increasing community distrust and frustrating the ability to effectively plan and govern urban communities.
RISK PROPENSITY AND CONFLICT BEHAVIOR IN DYADIC NEGOTIATION: SOME EVIDENCE FROM THE LABORATORY
Authors: Ghosh Dipankar
Published: February 2008

Prior research suggests that there is enough residual uncertainty in conflict situations so that a person's attitude towards risk may influence his or her conflict behavior. This paper explores the level of dyadic conflict arising from negotiation between partners having different combinations of risk propensities. Dyadic conflict was measured as the sum of each dyadic partner's conflict score using the Rahim Organizational Conflict Inventory‐I. Risk propensities of negotiators were induced The results from the experiment provide clear evidence in support of the research hypothesis that in a dyad, the greater the disparity between the negotiating partners in their risk‐taking propensities, the greater will be the levels of dyadic conflict. The result suggests that conflict models of negotiating under uncertainty need to include risk propensities of the players to expand their descriptive power.
THE INFLUENCE OF INTERVENOR ROLE ON CRITERIA FOR DISPUTE INTERVENTION: PARENTS AND FRIENDS AS INTERVENORS
Authors: Keashly Loraleigh
Published: February 2008

A recent focus in conflict intervention theory and research has been on identifying the criteria that disputants and intervenors use in their selection and valuation of a dispute resolution procedure. Relative importance of intervention criteria has been found to be not only dependent upon the nature of the dispute but also upon who is intervening (e.g., manager or coworker). One argument is that some of the intervention criteria that intervenors consider are a reflection of the broader goals they have for their relationship with the disputants rather than for dealing with the specific dispute at hand To address this argument, the current study examined the relationship between the role of the intervenor (parent or friend) and the importance of criteria for subsequent intervention, while taking into account the nature of the dispute. Only those criteria which reflected the different structure and vulnerabilities of the parent‐child and friendship relationships (e.g., creating future learning and ensuring continued liking and acceptance of intervenor) were directly related to intervenor role. Other role differences were a result of intervening in different disputes. These results suggest that decisions regarding how to intervene are also influenced by the broader dynamics and norms of the intervenor‐disputant relationship. The implications of these results for research and practice in dispute intervention are discussed.
STRATEGIC CHOICE IN EVERYDAY DISPUTES
Authors: Keating Mark E. , Pruitt Dean G. , Eberle Rachael A. , Mikolic Joseph M.
Published: February 2008

A variety of strategies were identified in interview‐based chronologies of ordinary interpersonal conflicts. Verbal confrontation with the adversary was the most common strategy and usually preceded other approaches. Efforts to arrange mediation and arbitration were extremely rare, though third parties were approached for other reasons in most of the cases. It was possible to distinguish complainants from respondents in 61 percent of the cases. Respondents employed more problem solving and apology than complainants, while complainants employed marginally more pressure tactics.
GOVERNMENT AGENCIES AS MEDIATORS IN PUBLIC POLICY CONFLICTS
Authors: Purdy Jill M. , Gray Barbara
Published: February 2008

This study evaluates an attempt to develop a mediation program within a state environmental agency. A number of concerns arose during the agency's efforts to use mediation, including the neutrality of mediators, the types of cases mediated, the voluntary participation of parties, and acceptance of the mediated agreement. These issues were examined through a case study of a conflict that was mediated by the agency. Based on issues in the case, criteria are suggested which help guard against the problems that arise when government agencies serve a mediating role. These criteria may be useful to any organization that contemplates using mediation to help resolve conflict.
IS EXCHANGEABLE ARBITRATOR BEHAVIOR NECESSARILY DELIBERATE?
Authors: Marburger Daniel R.
Published: February 2008

Interest arbitration is a collective bargaining procedure in which an independent arbitrator determines the terms of a binding contract. Because the union and employer each has the power to veto arbitrators from participating in future cases, the arbitrator exchangeability hypothesis suggests an arbitrator strategy of rendering awards similar to those awarded by past arbitrators to avoid veto. Arbitration theory, however, predicts that arbitrators will tend to select similar awards even if such strategy is not deliberately pursued This paper produces empirical evidence that arbitrators will tend to choose the same awards with or without the use of past awards as a guide.
OPTIMIZING PERFORMANCE BY CONFLICT STIMULATION
Authors: van de Vliert Evert , de Dreu Carsten K.W.
Published: February 2008

To enhance the quality of group decision making, to promote affective acceptance of decisions by all participants involved, or to increase joint outcomes, a principal party or a third party may stimulate social conflict. We argue that when conflict focuses on identity issues, when tension level is high, and when disputants' goals are negatively interdependent, conflict stimulation generally decreases joint performance. However, conflict stimulation enhances performance when conflict focuses on task issues, when tension level is low, and when disputants' goals are positively interdependent. We conclude by arguing that conflict may be stimulated either by creating or extending conflict issues, or by promoting contentious conflict behaviors.
ENHANCING EFFECTIVENESS: AN INVESTIGATION OF ADVANTAGES AND DISADVANTAGES OF VALUE‐BASED INTRAGROUP CONFLICT
Authors: Jehn Karen A.
Published: February 2008

This study investigates the benefits and detriments of emotional and task‐related conflict in work groups. Group value consensus (GVC), or the extent to which group members share values, and group value fit (GVF), or the degree to which the culture of the group matches the ideal culture envisioned by external parties with control over the group, are hypothesized to decrease conflict. In examining 88 workgroups performing comparable organizational tasks, it was found that groups with low levels of value similarity among members and between the group and governing superiors had higher levels of conflict than groups with high levels of value similarity. As hypothesized, emotional conflict was negatively associated with group performance and satisfaction, while task conflict was positively associated with group performance. The implications of these results for conflict management and group effectiveness are discussed.
RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE
Authors: Amason Allen C. , Schweiger David M.
Published: February 2008

Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.
SOCIAL IDENTITY MAINTENANCE PRESCRIPTIONS FOR PREVENTING GROUPTHINK: REDUCING IDENTITY PROTECTION AND ENHANCING INTELLECTUAL CONFLICT
Authors: Turner Marlene E. , Pratkanis Anthony R.
Published: February 2008

Although the concept of groupthink (the extreme concurrence‐seeking tendency displayed by decision making groups), has been an influential one, empirical research has provided equivocal support for the groupthink model. In this paper, we review previous case and laboratory work on groupthink and identify empirical and theoretical inconsistencies. We then describe a model of groupthink as social identity maintenance (SIM) that is capable of reconciling these inconsistencies and summarize laboratory experiments that specifically test the SIM hypothesis. We use the model to suggest possible pitfalls of previous proposals for preventing groupthink when SIM pressures are operative. Finally, we suggest intervention strategies capable of mitigating groupthink due to SIM that have two objectives: (a) the reduction of pressures toward identity protection and (b) the stimulation of intellectual conflict.
CULTURE, BEHAVIOR, AND NEGOTIATION OUTCOMES: A COMPARATIVE AND CROSS‐CULTURAL STUDY OF MEXICAN AND NORWEGIAN NEGOTIATORS
Authors: Halvor Natlandsmyr Jan , Rognes Jørn
Published: February 2008

Previous research on international negotiations has primarily examined cross‐cultural differences in behavioral styles. Supplementing this prior research, we focused on outcome in negotiations. The study examined relationships between culture and outcome in contract negotiations, and analyzed how negotiation behavior mediates between culture and outcome. Sixty Mexican and Norwegian subjects participated in a negotiation simulation with potentially integrative outcomes. The study included 12 Mexican dyads, 12 Norwegian dyads, and 6 cross‐cultural dyads. Two aspects of outcome: joint benefit and distribution of benefit between negotiators, and two aspects of process: progression of offers and verbal communication, were examined Results indicated an effect of culture on integrative results, but not on distribution of benefit. Process differences found were related to the progression of offers over time, and not to verbal communication. Managerial implications are discussed and directions for future research indicated.
THE IMPACT OF CROSS‐FUNCTIONAL TEAMWORK ON WORKFORCE INTEGRATION
Authors: Irvine Diane , Ross Baker G.
Published: February 2008

This paper outlines a theoretical framework for studying the integration of ethnically diverse workforces in public service organizations. Individual and work group characteristics are viewed as determinants of social identity and organizational identification. Social Identity theory suggests that individuals develop self‐concept through identification with salient groups, including ethnic groups and organizational roles. The extent to which these identifications are competitive or synergistic may depend upon organizational and work group characteristics and on organizational policies concerning selection, performance appraisal, and rewards. Cross‐functional teamwork may provide an integrative mechanism which can promote intergroup relations and encourage greater organizational commitment among an ethnically diverse workforce. Cross‐functional teams can contribute to reduced intergroup conflict and promote the development of organizational identification. The benefits of cross‐functional teams will be particularly important in situations where the workforce is diverse, but work groups are ethnically homogeneous.
CONFLICT IN A MULTICULTURAL ORGANIZATION: AN ETHNOGRAPHIC ATTEMPT TO DISCOVER WORK‐RELATED CULTURAL ASSUMPTIONS BETWEEN CHINESE AND AMERICAN CO‐WORKERS
Authors: Yu Xuejian
Published: February 2008

This paper presents an analysis of interview data and field notes from participant observation collected during a four‐month period to discover different work‐related cultural assumptions between Chinese and American co‐workers in a multicultural organization. The paper also addresses how those different cultural assumptions which guide the ways Chinese and American workers conceptualize their jobs and job behaviors lead to conflict as the employees go about their daily business. The contrasting cultural assumptions discussed in the paper are (1) Chinese and American views of the role of manager and the practice of “managing,” (2) Chinese and American conceptualizations of good service, and (3) Chinese and American perspectives of compensation. Finally, the paper discusses some theoretical and methodological implications of the current study and its research method for future studies of cultural and conflict in multicultural contexts.
WHO SHOULD MANAGE INFORMATION AND PRIVACY CONFLICTS?: INSTITUTIONAL DESIGN FOR THIRD‐PARTY MECHANISMS
Authors: Duncan George T. , Kaufman Sanda
Published: February 2008

The U.S. Census Bureau, health data providers, and credit bureaus are information organizations (IOs). They collect, store, and process large sets of sensitive data on individuals, households, and organizations. Storage, processing, and dissemination technologies that IOs employ have grown in capability, sophistication, and cost‐effectiveness. These technologies have outpaced the design and implementation of procedures for protecting data in transfer from primary data provider to IO and from IO to data user. On the one hand, it is necessary to protect the confidentiality of such data; on the other hand, it is necessary to protect the accessibility to the data by users, including researchers and analysts. Conflicts ensue in the two corresponding arenas: between the IO and data providers concerned with inadequate privacy and confidentiality protection; and between the IO and data users who find their access to data restricted. In this article third‐party mechanisms for managing disputes in the privacy and information area are both theoretically justified and their empirical manifestations examined The institutional mechanisms considered include privacy and information clearinghouses, a “Better Data Bureau,” a privacy information advocate, a data ombuds, a privacy mediator, an internal privacy review board, and a data and access protection commission. Under appropriate circumstances, these arrangements promise a more flexible and responsive resolution of the conflict between privacy/confidentiality and legitimate information access than is possible through legislative action and administrative rulings alone.
VIVE LA DIFFÉRENCE: DIFFERENCES BETWEEN MALES AND FEMALES IN PROCESS AND OUTCOMES IN A LOW‐CONFLICT NEGOTIATION
Authors: Halpem Jennifer J. , McLean Judi
Published: February 2008

This paper considers whether negotiation outcomes and processes of groups of males and females differ. Previous research examining such differences has had mixed results, in part because of “cueing” effects contained in typical, high‐conflict negotiation cases. Low‐conflict negotiation cases, such as the one used in this study, provide an opportunity to observe a wider range of negotiation behaviors than are commonly revealed in negotiation research. Fifty advanced undergraduate students negotiated funding in a low‐conflict, public policy negotiation case. Analysis of the negotiated outcomes revealed that females allocated less than males. Content coding of audio transcripts revealed very different negotiation processes and styles underlying these different outcomes. Implications and directions for future research are discussed.
ALTERNATIVES TO HAVING A BATNA IN DYADIC NEGOTIATION: THE INFLUENCE OF GOALS, SELF‐EFFICACY, AND ALTERNATIVES ON NEGOTIATED OUTCOMES
Authors: Brett Joan F. , Pinkley Robin L. , Jackofsky Ellen F.
Published: February 2008

Negotiators with a BATNA (best alternative to the negotiated agreement) obtain higher individual outcomes and a larger percentage of the dyadic outcomes than individuals without a BATNA. This study examined if three mechanisms related to a BATNA, an alternative, a specific goal, and self‐efficacy, independently or in combination, influence outcomes. Six of the eight combinations resulted in higher individual outcomes. An alternative coupled with a goal or self‐efficacy resulted in a higher percent of dyadic outcomes and higher impasse rates.
AN EMPIRICAL EXAMINATION OF THREE MODELS OF INTEGRATIVE AND DISTRIBUTIVE BARGAINING
Authors: Donohue William A. , Roberto Anthony J.
Published: February 2008

This paper tests the fit of three models of integrative and distributive bargaining using eight hostage negotiation transcripts. Putnam (1990) argues that integrative and distributive bargaining processes are best understood through the interdependence model that emphasizes the dynamic nature in which bargainers make transitions between integrative and distributive positions. The separate and the stage models predict more stable patterns of distributive and integrative behavior. To determine the goodness of fit for these three models, this paper compares integrative and distributive strategy use among actual and simulated hostage negotiations. These hostage negotiations, obtained from the FBI and a Midwest state police organization, were transcribed and coded using a scheme designed to tap cooperative and competitive strategy use of both hostage takers and police negotiators. The data reveal that the interdependence model best fits the simulated cases. This fit is evidenced by the major shifts between integrative and distributive orientations displayed by hostage takers and police negotiators. The separate models and the stage appear to fit several features of the authentic hostage negotiation cases. The study concludes that the extent to which each model emerges depends largely on which contextual parameters dominate the interaction.
RELATIONAL DEMOGRAPHY AND PERCEPTIONS OF GROUP CONFLICT AND PERFORMANCE: A FIELD INVESTIGATION
Authors: Hope Pelled Lisa
Published: February 2008

In recent years organizational scholars and practitioners have avidly pursued an in‐depth understanding of demographic diversity and its consequences. This study contributes to such an understanding by examining how an individual's demographic distance from others in a work group shapes his or her perception of the group's conflict and performance. Data from 233 members of 42 blue‐collar groups reveal that gender and tenure dissimilarity increase the perception of emotional conflict, indirectly reducing individual ratings of group productivity. These results suggest a process by which relational demography may indirectly affect members' confidence in their group.
POTENTIAL CONFLICT, CONFLICT STIMULUS, AND ORGANIZATIONAL PERFORMANCE: AN EMPIRICAL TEST
Authors: Dyck Bruno , Bruning Nealia S. , Driedger Leo
Published: February 2008

Generally, this study contributes to our understanding of the situations when conflict facilitates performance versus when it hampers performance. More specifically, the study distinguishes between conflict potential, conflict stimulus, and actual conflict. We present two hypotheses that compare two competing views to further disentangle whether and when conflict is functional. Our empirical tests, using a sample of Mennonite congregations, lead us to speculate that conflict may be functional for individual‐centered performance measures, but dysfunctional for group‐based performance measures.
THE EFFECTS OF CONFLICT, TRUST, AND TASK COMMITMENT ON PROJECT TEAM PERFORMANCE
Authors: Porter Thomas W. , Lilly Bryan S.
Published: February 2008

Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an overall model for team performance which includes relationship characteristics such as commitment, trust, conflict, and task processes. The authors propose that conflict, which may be quite beneficial for strategic teams, is more likely to hinder than help performance in project teams. The structural model is tested using data from 464 individuals in 80 student teams working on a new product introduction case project. The empirical findings support the view that (1) commitment and trust have only an indirect relationship with team performance, (2) and conflict and task processes are key explanatory variables directly related to team performance.
MOTIVES AND COGNITIONS IN NEGOTIATION: A THEORETICAL INTEGRATION AND AN EMPIRICAL TEST
Authors: O'Connor Kathleen M.
Published: February 2008

Negotiators gain valuable insight into the other party's true interests and reach mutually beneficial agreements by discussing their priorities and preferences among issues. This study investigated how motives are related to information exchange, and how this, in turn, affects perceptual accuracy and outcomes. The analyses revealed that cooperatively‐motivated dyads followed an information exchange route to settlement, whereas individualistic dyads shared little information. Moreover, while information exchange was related to perceptual accuracy for cooperative dyads, this was not the case for individualistic negotiators. The effectiveness of this settlement route varied when different kinds of issues—integrative and common‐value (compatible) issues—were considered While integrative issues were likely to be settled through information exchange, common‐value issue outcomes were determined in large part by negotiators' first offers. These findings suggest that the scope of the information‐accuracy hypothesis should be modified to account for differences among motives and issues.
TO GRIEVE OR NOT TO GRIEVE: FACTORS RELATED TO VOICING DISCONTENT IN AN ORGANIZATIONAL SIMULATION
Authors: Olson‐Buchanan Julie B.
Published: February 2008

This paper examines the relation between several attitudinal and performance measures and the decision to file a grievance in an organizational simulation. Results were consistent with predictions derived from previous research. Employees who valued their compensation and were satisfied with their performance were likely to file a grievance against their manager. Conversely, employees who were highly satisfied with their job and judged the selection process and performance evaluation systems to be fair were not likely to file a grievance. Implications of these results for future research are discussed.
EFFECTS OF WORK EXPERIENCE AND OPPONENT'S POWER ON CONFLICT MANAGEMENT STYLES
Authors: Drory Amos , Ritov Ilana
Published: February 2008

The study examined the effects of two context variables, such as work experience and opponent's power on the styles of handling interpersonal conflict. 480 subjects were asked to consider a short critical incident describing an interpersonal conflict in an organization and to indicate their response to the situation in terms of the five conflict management styles: integrating, obliging, avoiding, dominating, and compromising. The results suggest that under the low‐power opponent condition there was a higher preference for dominating and a lower preference for avoiding, obliging, and integrating. Inexperienced subjects did not change their choice of using the different conflict management styles in view of their opponent's power. The results also showed significant interaction effects of the two independent variables. The implications for the study are discussed.
ESCALATION AS A REACTION TO PERSISTENT ANNOYANCE
Authors: Pruitt Dean G. , Parker John C. , Mikolic Joseph M.
Published: February 2008

In two experiments on reactions to persistent annoyance from another person, participants employed a very orderly verbal escalation sequence that fit a cascading Guttman scale. This began with requests and moved on to demands, and then to complaints, angry statements, threats, harassment, and abuse, in that order. The more escalated the tactic, the fewer people used it. People seldom skipped a step on the way to their most escalated tactic. Two possible explanations for this pattern seemed plausible in light of the data, that it is due to either a widely snared try‐try‐again script or a declining hierarchy of thresholds. Verbal escalation was associated with a negative view of the annoyer's character, while physical escalation was associated with blame and feelings of frustration and anger. Escalation was discouraged by membership in the same group as the annoyer. Loud noise did not encourage escalation in general but promoted the use of angry statements.
TO AGREE OR NOT TO AGREE: THE EFFECTS OF VALUE CONGRUENCE, INDIVIDUAL DEMOGRAPHIC DISSIMILARITY, AND CONFLICT ON WORKGROUP OUTCOMES
Authors: Jehn Karen A. , Chadwick Clint , Thatcher Sherry M.B.
Published: February 2008

In this quasi‐experimental study we investigate value congruence and demographic dissimilarity among group members as factors which influence various types of conflict within workgroups. We also examine whether it is beneficial for members to be different or alike, to agree or disagree, in order to foster work group productivity. Results indicate that visible individual demographic differences (i.e., sex, age) increase relationship conflict, while informational demographic differences (i.e., education) increase task‐focused conflict. Value congruence of members decreased both relationship and task conflict, and the specific content of the values held by members influenced performance. Specifically, both detail and outcome group value orientations increased objective performance; outcome, decisiveness, and stability orientations increased perceptions of high performance; and both decisiveness and supportiveness orientations increased the satisfaction level of group members while a team orientation decreased individual member satisfaction in this sample.
UNION DECERTIFICATION RESEARCH: REVIEW AND THEORETICAL INTEGRATION
Authors: Jelf Gregory S. , Dworkin James B.
Published: February 2008

We present a comprehensive literature review and critique of union decertification research, and develop a theoretical framework that should prove useful for future research. The framework incorporates three theoretical viewpoints from several research traditions: the expected utility, social‐political, and workplace voice perspectives. We provide suggestions for how each viewpoint can be modeled in future research. Additionally, although some previous decertification research was theoretically rich, the empirical findings across prior studies were ambiguous and inconsistent. We analyze the reasons for the ambiguous and inconsistent prior findings, and note how future research can avoid or minimize the empirical problems of the past.
POWER TO THE PEOPLE: THE USE OF “FORUMS” IN CONFLICT RESOLUTION IN POST‐APARTHEID SOUTH AFRICA
Authors: Robinson Robert J.
Published: February 2008

After the Mandela government took power in 1994 in South Africa, one of its highest priorities was providing power to the impoverished rural areas, and particularly the infrastructure‐poor black “townships.” In addition to a scarcity of resources, multiple stake‐holders with very different agendas were integrally a part of the decision‐making process. To this extent, what happened with the electricity industry is a metaphor for the multiple issues—social, economic, and political—which had to be negotiated by the new society. The multiple stake‐holders were brought together in a “Forum,” a non‐regulatory advisory body which was designed to specifically include all relevant interested parties in an open (“transparent”) problem‐solving process. This forum system was extensively used in the 18–24 months immediately before and after the 1994 elections to deal with a host of issues. The National Electricity Forum (NELF) was one of the earliest and most successful of these forums. This case reviews the build‐up to the 1994 elections, describes how the forum process worked, and outlines its structure.
THE IMPACT OF TIME PRESSURE IN NEGOTIATION: A META‐ANALYSIS
Authors: Stuhlmacher Alice F. , Gillespie Treena L. , Champagne Matthew V.
Published: February 2008

In negotiation, pressures to reach an agreement are assumed to influence both the processes and the outcomes of the discussions. This paper metaanalytically combined different forms of time pressure to examine its effects on negotiator strategy and impasse rate. High time pressure was more likely to increase negotiator concessions and cooperation than low pressure as well as make agreements more likely. The effect on negotiator strategy, however, was stronger when the deadline was near or when negotiations were simple rather than complex. The effects were weaker when the opponent was inflexible and using a tough negotiation strategy. The effects on cooperative strategies were weaker when incentives for good performance were available than when they were not. Although time pressure in negotiation has significant effects, situational factors play a major role on its impact.
THE IMPACT OF ADDING AN EXTERNAL RATER ON INTERDEPARTMENTAL COOPERATIVE BEHAVIORS OF WORKERS
Authors: Song Chanhoo , Sommer Steven M. , Hartman Alan E.
Published: February 2008

Prior research has illustrated the benefits of cooperation across groups. This study sought to identify methods to induce cooperation across groups. Three laboratory studies showed modifying performance appraisals to include intergroup behavior, and including an external supervisor evaluation, led to greater frequencies of helping behavior and more positive attitudes towards cooperating under scarce resource conditions.
30,000 ROOMS WITH A VIEW
Authors: Simons Tony , Corsun David L.
Published: February 2008

The World of Concrete trade show organizers negotiate a block of approximately 30,000 rooms with a different location each year. The case was developed through interviews with the trade show director. The issues under negotiation include the room rate, cancellation clauses, and amenities for the conference organizers and VIPs. The case is written for a negotiations course and may be used in two ways: as an intermediate exercise for refining student skills at information management and integrative bargaining or as a fairly advanced exercise about appropriate preparation for major negotiations.
A COMPARISON OF PERCEPTIONS OF ETHICAL NEGOTIATION BEHAVIOR IN MEXICO AND THE UNITED STATES
Authors: Volkema Roger J.
Published: February 2008

Perceptions of the appropriateness and likelihood of use of seventeen negotiation tactics were compared for current and future business professionals from Mexico and the United States. The results suggest differences in perceived appropriateness as well as in the gap between perceived appropriateness and likely use, consistent with the cultures of these two countries. The implications of these findings for cross‐national negotiations and future research are discussed.
PATTERNS OF STYLES IN CONFLICT MANAGEMENT AND EFFECTIVENESS
Authors: Munduate Lourdes , Ganaza Juan , Peiró José M. , Euwema Martin
Published: February 2008

Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all‐embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non‐hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style.
WORK‐FAMILY ROLE SYNTHESIS: INDIVIDUAL AND ORGANIZATIONAL DETERMINANTS
Authors: Ernst Kossek Ellen , Noe Raymond A. , DeMarr Beverly J.
Published: February 2008

In light of the dramatic social transformations occurring in the nature of family and worker demands, nearly all employees today need to make decisions on how to manage work and family roles. Drawing on role theory, we provide a summary framework for understanding individual, family, and organizational influences on the self‐management of work and family roles. Work‐family role synthesis is defined as the strategies an individual uses to manage the enactment of work and caregiving roles. It involves decision‐making choices governing boundary management and role embracement of multiple roles. We present hypotheses and a research agenda for examining antecedents and consequences of employee strategies for managing work and family roles.
AN EMPIRICAL STUDY OF THE STAGES OF MORAL DEVELOPMENT AND CONFLICT MANAGEMENT STYLES
Authors: Afzalur Rahim M. , Buntzman Gabriel F. , White Douglas
Published: February 2008

This study explored the relationships of the stages of moral development [pre‐conventional (i.e., low stage), conventionals (ie., middle stage), and post‐conventionals (i.e., high stage)] to the styles of handling interpersonal conflict [integrating (i.e., problem solving), obliging (i.e., accommodating), dominating (i.e., competing), avoiding, and compromising] in organizations. A field study with a collegiate sample of employed business students (N = 443) shows that the post‐conventionals used more integrating and less dominating and avoiding styles than conventionals. The conventionals used more integrating and less dominating and avoiding styles than pre‐conventionals. The conventionals used more compromising style than post‐conventionals, but post‐conventionals used more compromising style than pre‐conventionals. There were no differences in obliging style across the three stages of moral development. Implications of the study for management, directions for future research, and limitations were discussed.
INTEGRATIVE BARGAINING: DOES GENDER MAKE A DIFFERENCE?
Authors: Calhoun Patricks. , Smith William P.
Published: February 2008

The current study examined the effects of gender and motivation on negotiation strategy and outcome. It was hypothesized that findings suggesting that women obtain lower joint outcomes from integrative bargaining than men may result from women, but not men, entering negotiation settings with a high level of concern for the other's outcomes. Drawing on the dual concern model of Pruitt and his colleagues, it was predicted that situationally induced high self‐concern would result in high joint outcomes for female dyads—ay high as those for male dyads under any conditions. Male dyads were expected to require situationally‐induced self‐ and other‐concern to reach optimal joint outcomes. Where there was no situationally induced concern for either self or other, male dyads were expected to obtain higher joint outcomes than female dyads. Results from dyads bargaining in a laboratory setting were generally supportive of predictions, except that men tended to do well but for where other‐concern alone had been situationally induced. Discrepant findings are discussed in terms of the generally low level of antagonism present in these dyads.
THE INFLUENCE OF INTRA‐CULTURAL VALUE DIFFERENCES ON CONFLICT MANAGEMENT PRACTICES
Authors: Kamil Kozan M. , Ergin Canan
Published: February 2008

This study aims to extend cross‐cultural conflict management research to the intra‐cultural level. Schwartz's (1992, 1994, 1996) values measure, designed to be used at both the societal and the individual levels, was related to styles of conflict management and preference for third party involvement Data were collected from 435 employees of 40 organizations in Turkey, a country where subcultural differences have resulted from Westernization efforts. Among conflict management styles, avoidance was found to be preferred by those having strong tradition and conformity values. In the subsample that reported conflicts with peers, the forcing style was used more by those strong in power values. When third parties were involved in the conflict, subjects high in achievement and stimulation were less likely to be the ones who invited their involvement. The tendency to leave the initiative to the third party was stronger among subjects that had high universalism and benevolence values. The implications of these findings for conflict management practice and future cross‐cultural research are discussed.
TOWARD A COMPREHENSIVE MODEL FOR THE ASSESSMENT AND MANAGEMENT OF INTRAORGANIZATIONAL CONFLICT: DEVELOPING THE FRAMEWORK
Authors: Katz Jameson Jessica
Published: February 2008

This paper presents the theoretical rationale for further development of a model for the assessment and management of intraorganizational conflict. The purpose of such a model would be to assist employees, managers, human resources practitioners, and external service providers in selecting the most appropriate conflict management strategy for a given conflict. The framework presented builds on the previous work of Sheppard (1984) and Elangovan (1995, 1998) in suggesting that a contingency‐based model of strategy selection must include attention to characteristics of the conflict, desired outcomes of the participants, and awareness of available conflict management strategies. By expanding the range of conflicts and conflict management strategies typically included within a single model, the framework presented here forms the basis of a comprehensive model for dealing with intraorganizational conflict.
THE EFFECTS OF PAST PERFORMANCE ON TOP MANAGEMENT TEAM CONFLICT IN STRATEGIC DECISION MAKING
Authors: Amason Allen C. , Mooney Ann C.
Published: February 2008

Research into the antecedents of TMT conflict has become increasingly popular in light of the effects that conflict can have on strategic decision making and organizational performance. Of course, such performance becomes a part of the contextual backdrop against which future decisions are made. Thus, organizational performance is itself an important antecedent of TMT conflict. Using data drawn from the TMTs of 44 mid‐sized public firms, we demonstrate that cognitive and affective conflict relate differently to past performance. The implications of this research for efforts to effectively manage conflict during strategic decision making are discussed.
THE COGNITIVE REPRESENTATION OF RESPONSES TO SOCIAL CONFLICT: THE DEVELOPMENT OF AN INTEGRATIVE TAXONOMY
Authors: Rhoades Jonathan A. , Arnold Josh A.
Published: February 2008

The purpose of the present studies was to derive an integrative taxonomy of responses to social conflict. In Study 1, we had college‐age participants sort 33 responses to conflict, taken from various research domains, according to their similarities. From this, we generated two different classification systems: a very simple low‐dimensional system, obtained through multi‐dimensional scaling; and a complex high‐dimensional system, obtained through cluster analysis. To aid in the interpretation of the structures, in Study 2 we collected a set of ratings on each of the conflict responses. The results from Study 2 indicated that many of the labels used to describe conflict responses in past research could be used to describe some aspects of these taxonomies. However, no dimension or set of dimensions was sufficient to describe all classes of conflict responses. The results are discussed in terms of their larger theoretical and practical implications.
DO JUSTICE PERCEPTIONS INFLUENCE STYLES OF HANDLING CONFLICT WITH SUPERVISORS?: WHAT JUSTICE PERCEPTIONS, PRECISELY?
Authors: Afzalur Rahim M. , Magner Nace R. , Shapiro Debra L.
Published: February 2008

In a study consisting of 202 currently‐employed undergraduate students, we examined relationships between employees' perceptions of organizational justice and the styles they use for managing conflict with their supervisors. Regression analysis of questionnaire data indicated that distributive, procedural, and interactional justice were generally positively related to the use of more cooperative conflict management styles (i.e., integrating, obliging, and compromising). Two 2‐way interaction effects were observed as well, such that higher interactional justice was related to greater use of the integrating style primarily when distributive justice was low and procedural justice was high. Additionally, distributive justice was positively related to use of the avoiding style. Theoretical and practical implications of the findings are discussed.
WHAT GOES AROUND COMES AROUND: THE IMPACT OF PERSONAL CONFLICT STYLE ON WORK CONFLICT AND STRESS
Authors: Friedman Raymond A. , Tidd Simon T. , Currall Steven C. , Tsai James C.
Published: February 2008

Conflict styles are typically seen as a response to particular situations. By contrast, we argue that individual conflict styles may shape an employee's social environment, affecting the level of ongoing conflict and thus his or her experience of stress. Using data from a hospital‐affiliated clinical department, we find that those who use a more integrative style experience lower levels of task conflict, reducing relationship conflict, which reduces stress. Those who use a more dominating or avoiding style experience higher levels of task conflict, increasing relationship conflict and stress. We conclude that an employee's work environment is, in part, of his or her own making.
THE PEACEFUL KIDS CONFLICT RESOLUTION PROGRAM
Authors: Sandy Sandra V. , Boardman Susan K.
Published: February 2008

The Peaceful Kids Early Childhood Social‐Emotional (ECSEL) Conflict Resolution Program and curriculum was created to fulfill the need for a developmentally appropriate, theory‐based approach to promoting social‐emotional, cognitive, and conflict resolution skills' development in preschoolers (ages 2 to 6). From Fall 1997 through Fall 1999, an evaluation of this program occurred in 18 classrooms in day care/Head Start centers. Each classroom was randomly assigned to one of three conditions: ECSEL training for (1) day care staff, parents, and children, (2) day care staff and children (but not their parents), and (3) control, no‐training. As predicted, children in the condition where both parents and day care staff were trained showed significant increases in assertiveness, cooperation, and self‐control, and significant decreases in aggressiveness and socially withdrawn behavior. Parents receiving training showed significant reductions in authoritarian and permissive parenting styles and an increase in authoritative parenting style.