bluuebunny/crossref_metadata_2025 huggingface dataset:
POLICY, MANAGEMENT AND COMMUNICATIONS AT THE BRITISH LIBRARY LENDING DIVISION
Authors: Line Maurice B
Published: February 2008

After outlining the unique functions of the Lending Division, the paper explains the interaction between it and the British Library as a whole. Policy‐making in such an organisation is complex and this is achieved by a series of meetings ranging from the British Library Board, which deals with major decisions for the whole Library, through senior management at the Lending Division holding regular meetings to discuss all aspects of its work to meetings between junior management with their staff, where minor and major problems can be ironed out. The staff structure of the Lending Division emphasises the low ratio of senior to junior staff. Because of its size and uniqueness the Lending Division pays particular attention to communications both within and without; internally this is achieved by meetings between various grades of staff and a Newsletter, externally by a number of publications, participation in conferences, extensive advisory machinery and the publication of its own journal.
INTERLIBRARY LENDING AROUND THE WORLD — A REVIEW OF RECENT PAPERS — VIII
Authors: Vickers Stephen
Published: February 2008

This review considers the construction and value of union catalogues in Czechoslovakia, the Soviet Union, the Federal Republic of Germany, Australia, the USA and Scandinavia, and to network developments in the USA. Consideration is also given to a call for a national lending library in Japan, and the present state of interlending in the Soviet Union.
The economics of the Universal Serials and Book Exchange (USBE)
Authors: Rovelstad Howard
Published: February 2008

The Universal Serials and Book Exchange, Incorporated (USBE) is a non‐profit, independent, self‐supporting library service organisation founded in 1948 which operates a clearinghouse for the receipt, organisation, and redistribution of surplus and duplicate publications, largely serials, but also books, documents, and other library materials. Items available for distribution at any one time number over 4 million. Member libraries wishing to use the collection may send wants lists or purchase orders in any form convenient to them, or check off needed items on lists they receive each month from USBE, or make personal selections from USBE shelves. Cost and time studies are currently under way to assist USBE in its operations and planning for the future. The annual average costs per item processed for shipment have ranged from 74centsin 1968 to $2.47 in 1977. About 35% of the cost is attributable to the receiving, sorting, and shelving of the miscellaneous materials received by USBE. Other costs include the processing of requests of different kinds and the distribution of items to libraries.
CRITERIA FOR SELECTING MATERIAL FOR A CENTRAL LENDING STOCK
Authors: Line Maurice B
Published: February 2008

The concept of a central lending stock, has attracted much attention, but it has been slow to gain acceptance because countries have thought too much in terms of ‘all or nothing’. However, a totally comprehensive collection is impossible, and quite small collections can satisfy a high proportion of interlending demand. Selection should be of categories of material rather than individual items, the selection of which would be far too complex. Literature may be categorised by form (serials, monographs, etc), subject, language, purpose (academic, etc), and extent of demand. For each category the likely ratio of acquisition cost to demand, urgency of need, and availability from other sources can thus be assessed. An analysis of this kind, of which an example is given from British experience, can help to determine which categories of material may be candidates for acquisition for a central lending stock.
INTERLIBRARY LENDING AROUND THE WORLD — A REVIEW OF RECENT PAPERS — X
Authors: Kefford Brian
Published: February 2008

Surveys of interlending in Denmark, the Netherlands and Australia are reported, together with an examination of journal acquisition in American libraries. Interlibrary lending in developing countries is considered and attention is drawn to the importance of interlending in national library systems and in Universal Availability of Publications. Resource sharing in the USA is reviewed at some length, including discussion of interlending fees and finance, and diverse solutions to the growth of interlending from central stock reserves to on‐line networks and commercial sector involvement. Finally, microform lending centres, telefacsimile and digital text transmission are briefly considered.
INTERLIBRARY LENDING IN THE GERMAN DEMOCRATIC REPUBLIC: PROBLEMS OF CENTRALIZATION IN A DECENTRALIZED SYSTEM
Authors: Krause Friedhilde , Rother Erika
Published: February 2008

The main national libraries are the Deutsche Bücherei, Leipzig, and the Deutsche Staatsbibliothek, Berlin, but collection building, including legal deposit copies, and interlibrary lending is based on regional principles, with the addition of special subject networks. There are regional union catalogues and a national union catalogue of foreign material in two parts, serials and monographs. Requests must be satisfied if possible within the interlending regions, but those for highly specialized literature may be sent direct to the relevant special subject library. The Deutsche Bücherei and the Staatsbibliothek are libraries of last resort only. There is a national centre for co‐ordinating all outgoing international requests, though foreign requests may be sent direct to libraries in the GDR. Statistics show that 370,226 requests were made in 1980, and 71.4% satisfied. 75,810 requests were received from abroad, of which 16.3% were supplied. Supply times for items that cannot be supplied direct are about 6–8 weeks. On‐line computerized union catalogues and further centralization within the basically decentralized national system will bring improvements.
INTERLIBRARY LENDING IN THE UNITED KINGDOM AND IRELAND 1981–82
Authors: Smith ES
Published: February 2008

The economic climate has continued to affect interlibrary lending and the indications are that it may be some time before the growth of three years ago is resumed. Nevertheless it has been a year of some importance and much consideration has been given to the future pattern of interlending in the UK. Discussions on the work of the British Library Ad hoc Working Party on Union Catalogues and the report of the Library and Information Service Council have only just begun. They will undoubtedly continue for some time and in due course should have a significant effect on interlending operations in this country.
The telephone as a local area network
Authors: Southwood Bill
Published: February 2008

A local area network (LAN) is an information system for data transfer among office system terminals, cluster controllers or host systems, via an interconnecting medium, within the bounds of a single office building, building complex or campus. During the late seventies it seemed likely to become the answer to a data manager's prayers—but hardware deficiencies allowed it to disappear from view. As interconnection protocols improve‐that is, as the rules governing information flow become standardised—and prices drop, LANs will become a universal element in the office.
GETTING READY FOR PARENTHOOD : ATTITUDES TO AND EXPECTATIONS OF HAVING CHILDREN OF A GROUP OF NEWLY‐WEDS
Authors: Mansfield Penny
Published: February 2008

Concern with demographic prediction and projection has ensured a wide variety of studies of family building. These studies range from large‐scale surveys of fertility patterns to a number of in‐depth investigations of pregnancy, childbirth and parenthood. The former include cross‐sectional cohort surveys of fertility expectations, attitudes to family planning and contraceptive behaviours, where detailed reproductive histories have been obtained from a wide range of respondents and analysed by cohorts, based on the year of birth or age of marriage of the informant. However, a major defect in these surveys lies in the collection of accurate retrospective data, for example a middle aged married women having to give an account of her behaviour and/or attitudes when she first married twenty years earlier. The remedy suggested by Ryder and Westhoff is ‘to use comparable classification procedure in a longitudinal study, collecting data periodically from the same families as they progress through their family life cycles. Several such longitudinal surveys have been undertaken and they provide a more detailed picture of the process of family building. This concern with the dynamic aspects of having children is reflected in the more qualitative micro‐studies of pregnancy, childbirth and parenthood.
“GETTING PERSONAL”: THE TEACHERS’ DILEMA
Authors: Grafton Teresa , Vegoda Martin , Smith Lesley , Whitfield Richard
Published: February 2008

Topics concerned with key areas of personal life, like marriage, parenthood and personal relationships, occur in a wide range of subjects across the secondary school curriculum. What these topics are and, in particular, how teachers deal with them in the classroom has been studied in the course of a three‐year research project which has looked at school‐based education for parenthood. Over one hundred teachers representing ninety subjects in five schools identified aspects of their work as relevant to the theme of the research. On the basis of this, teachers were interviewed, usually more than once, in order to learn as much as possible about their perceptions of concepts like marriage, the family and parenthood, and their approach tho this area of their teaching.
REDUCING ORGANIZATIONAL CONFLICT: THE ROLE OF SOCIALLY‐INDUCED POSITIVE AFFECT
Authors: Baron Robert A. , Fortin Suzanne P. , Frei Richard L. , Hauver Laurie A. , Shack Melisa L.
Published: February 2008

Two studies were conducted to investigate the impact of socially‐induced positive affect on organizational conflict. In Study I, male and female subjects were provoked or not provoked, and then exposed to one of several treatments designed to induce positive affect among them. Results indicated that several of these procedures (e.g., mild flattery, a small gift, self‐deprecating remarks by an opponent) increased subjects' preference for resolving conflict through collaboration, but reduced their preference for resolving conflict through competition. In addition, self‐deprecating remarks by an opponent (actually an accomplice) increased subjects' willingness to make concessions to this person during negotiations. In Study 2, male and female subjects were exposed to two treatments designed to induce positive affect (humorous remarks, mild flattery). These were presented before, during, or after negotiations with another person (an accomplice). Both treatments reduced subjects' preferences for resolving conflict through avoidance and increased their preferences for resolving conflict through collaboration, but only when delivered during or immediately after negotiations. Together, the results of both studies suggest that simple interventions designed to induce positive affect among the parties to conflicts can yield several beneficial effects.
SIXTY YEARS OF CONFLICT
Authors: Deutsch Morton
Published: February 2008

This paper considers the progress that has been made during the past sixty years or so in the social psychological study of conflict. It begins with a brief description of the influence of the writings of Darwin, Marx, and Freud, of game theory, and of studies of cooperation and competition as they affected the study of conflict. The main body of the paper summarizes the research bearing upon five major questions that have been the major foci of inquiry in this area during the past twenty‐five years: (1) What conditions give rise to a constructive or destructive process of conflict resolution? (2) What circumstances, strategies, and tactics lead one party to do better than another in a conflict situation? (3) What determines the nature of the agreement between conflicting parties, if they are able to reach agreement? (4) How can third parties be used to prevent conflicts from becoming destructive? (5) How can people be educated to manage their conflicts more constructively?
A CROSS‐CULTURAL COMPARISON OF ORGANIZATIONAL CONFLICT MANAGEMENT BEHAVIORS
Authors: Lee Hyun O. , Rogan Randall G.
Published: February 2008

Based on the collectivism‐individualism structure, the present study compared organizational conflict management behaviors between Korea (a collectivistic culture) and the U.S. (an individualistic culture). Employing a three‐way factorial design (Culture type x Relational distance x Power relationship), the present study registered robust effects of culture type in determining one's organizational conflict management behaviors. Specifically, Koreans are found to be extensive users of solution‐orientation strategies, while Americans prefer to use either non‐confrontation or control strategies in dealing with organizational conflicts. Moreover, the data also indicated that Koreans are more sensitive in exercising power when facing conflicts with subordinates in the organization. On the other hand, the effect of relational distance (ingroup vs. outgroup) in determining one's choice of organizational conflict management styles is found to be minimal. Implications of present findings for future intercultural communication research are also discussed.
THE ARBITRATION OF FIGHTING CASES
Authors: Petersen Donald J.
Published: February 2008

This paper reviews published arbitration awards dealing with fighting covering 1980 to 1990 as reported in the Bureau of National Affairs (BNA) and Commerce Clearing House (CCH). It attempts to show arbitral guidelines developed from the case sources. Where disagreement in approach to issues by arbitrators is noted, competing schools of thought are presented The majority of arbitrators define fighting as a physical encounter with the intent of offensively striking another person that must normally occur on company premises. For an employee to be considered acting in self‐defense s/he must have been assaulted by another employee and be of the mind that force is necessary to prevent bodily harm. Moreover, an employee acting in self defense must use only the amount of force necessary to protect himself or herself from danger. The right to discipline for off‐premises fights may be accorded to an employer when the fight is related to disagreements which have had their origins in the work place or is a continuation of a dispute occurring in the plant, or is otherwise clearly work‐related Discipline may also be issued when a supervisor is attacked away from the plant premises. A major factor leading to the mitigation of discipline can occur when both parties to a fight are determined to be equally guilty (i.e., there was no clear provocateur), but one is given a harsher penalty than the other. When assessing penalties imposed for fighting, arbitrators also take into account the length of service and/or the work record of an involved employee. The contrition or lack of contrition by one or both employees may also lead an arbitrator to modify or sustain the degree of the penalty imposed depending on the severity of the altercation. An arbitrator may reduce the degree of discipline based on management's failure to diffuse conditions leading to a fight when these are known in advance, or for inaction to break up a fight before it becomes serious.
ARBITRATION AND THE SMALL PROJECT OWNER: SOME THOUGHTS AND SUGGESTIONS
Authors: Thomas Gregory C.
Published: February 2008

This article asserts that standard form arbitration clauses do not encourage fast and economical resolution of disputes on small construction projects. Furthermore, standard form clauses are frequently a hindrance to that goal. Instead of reliance on preprinted forms, both owners of projects and contractors will be more likely to resolve disputes by devoting sufficient time and legal talent to preparation of tailor made dispute resolution provisions. Such provisions must take into account the needs of the individual parties involved, as well as the legal climate of the community. Absent this attention to detail, use of a standard form arbitration clause leads to the same waste of resources as litigation and the frequently dissatisfying results that follow. It is also argued that in certain cases preservation of the right to litigate narrow legal issues is to be preferred over arbitration.
CONFLICT MANAGEMENT IN ORGANIZATIONAL BUYING BEHAVIOR: THE ROLE OF COALITIONS
Authors: Tadepalli Raghu
Published: February 2008

Organizational buying decisions are characterized by conflict which can be studied through the use of coalition theory. It appears, however, that conceptual and methodological problems with coalition theory based on game theory and social psychology have limited its usefulness in helping us understand how such conflict can be managed. This paper proposes the group influence approach to conflict management in organizational buying. The main contribution of this approach is that by treating individuals as representatives of coalitions, sellers and buyers can focus on coalition leaders rather than focus on individuals who, in any case, have to conform to group expectations. Theoretically, the group influence approach recognizes that power and politics are basic forces that affect most spheres of organizational activity. Within such a framework purchase decisions are shown to be politically negotiated settlements between those coalitions involved in making the buying decision.
DIMENSIONS OF CONFLICT FRAME: RELATION TO DISPUTANT PERCEPTIONS AND EXPECTATIONS
Authors: Pinkley Robin L.
Published: February 2008

This study was an initial exploratory test of the relationship between disputants' interpretation of an ongoing conflict (i.e., dimensions of conflict frame), their conflict management objectives, expectations regarding settlement, and features of the dispute context. Fifty undergraduate students and the individuals with whom they were having a conflict were asked to describe the conflict they shared Each subject's conflict description was given a score for each of the dimensions of conflict frame (i.e., relationship vs. task; emotional vs. intellectual; compromise vs. win). Results suggest that conflict frame scores relate to features of the dispute context. Specifically, disputants with a relationship, intellectual frame were also likely to believe that the conflict had developed over a long period of time and involved a number of issues. Disputants with emotional, compromise frames felt that the conflict had surfaced suddenly and involved a number of issues. An emotional, win perspective was most typical for disputants who viewed the conflict as serious or intense. A second set of results suggest that disputants with a relationship perspective are more concerned about procedural issues while those with a task frame focus on distributive goals. In addition, disputants typically share the same frame on the relationship vs. task dimension and the compromise vs. win dimension, but are less likely to do so on the emotional vs. intellectual dimension. Finally, when disputants share a win as opposed to a compromise perspective, their joint expectations regarding outcome increase suggesting an overconfidence bias.
EFFECTS OF ARBITRATION CONDITION AND RISK‐TAKING PROPENSITY UPON BARGAINING BEHAVIOR
Authors: Bigoness William J. , DuBose Philip B.
Published: February 2008

This study investigated the effects of arbitration condition and risk‐taking propensity upon bargaining behavior. Negotiators anticipating final‐offer arbitration settled more contracts, resolved more contract issues, and conceded more than did negotiators anticipating conventional arbitration. Contrary to our hypothesis, low risk‐taking propensity dyads did not settle significantly more contract issues under final‐offer arbitration than they did under conventional arbitration. Union negotiators made significantly greater concessions during the 30 minute pre‐arbitration bargaining period and conceded a greater total amount than did management negotiators. Possible explanations for these findings are presented.
TESTING A MODEL OF VOICE, CONTROL, PROCEDURAL JUSTICE, AND ORGANIZATIONAL COMMITMENT WITH LATENT VARIABLE STRUCTURAL EQUATION ANALYSIS
Authors: Magner Nace R. , Welker Robert B. , Johnson Gary G.
Published: February 2008

This study examined, in an organizational budgeting context, several important psychological processes surrounding procedural justice. Specifically, the study tested a causal model in which voice has value‐expressive and control‐mediated effects on procedural justice, and procedural justice has positive effects on organizational commitment. Data were gathered with a survey of production workers (N = 157) and analyzed with a latent variable structural equation model. The results supported control‐mediated voice effects on procedural justice and procedural justice effects on organizational commitment, but failed to confirm value‐expressive voice effects. Based on the findings, we argue that value‐expressive voice effects may be less prevalent than previous research has suggested.
TOP MANAGEMENT CULTURE CONFLICT IN MERGERS AND ACQUISITIONS: A LESSON FROM ANTHROPOLOGY
Authors: Weber Yaakov , Schweiger David M.
Published: February 2008

This paper proposes an anthropology‐based theoretical model describing the impact of top management culture clash on the commitment of the acquired team to the new organization and on its cooperation with the acquiring team. It suggests that three factors are influential, namely the degree of cultural differences, the nature of the contact between the teams, and the intended level of integration between the companies. The paper generates numerous propositions for predicting the impact of the culture clash. It also offers suggestions for further theoretical and empirical study, and presents some of the model's practical implications.
MANAGING EMPLOYER‐EMPLOYEE CONFLICT: A CASE FOR ARBITRATION AND THE MODEL EMPLOYMENT TERMINATION ACT
Authors: Seidman Lorne , Aalberts Robert J.
Published: February 2008

The doctrine of employment‐at‐will has been the rule of law for over 100 years in the United States. Under it an employee can be terminated for a good reason, a bad reason, or for no reason at all. Because of real abuses when firing employees, generally called wrongful termination, all but five U.S. states have now carved out at least one of three exceptions to the rule. They are implied contract, public policy tort, and the implied covenant of good faith and fair dealing. Although created with good intentions, all three exceptions have spawned a legal environment of judicial inconsistency and unpredictability and a climate of expensive litigation and monetary judgments. The Model Employment Termination Act, if adopted by all the states, would establish a uniform legal system for managing employee terminations. The Act's major provisions require that an employee can be terminated only for “good cause,” and, in the “preferred version” that arbitration be used in settling disputes. However, an employee's remedies are limited and can include reinstatement, back pay, lump‐sum severance payments, and reasonable attorneys' fees and costs, but no compensatory or punitive damages.
ETHNOCENTRISM, GROUP COHESION, AND CONSTITUENT PRESSURE ON NEGOTIATORS IN INTERGROUP CONFLICT
Authors: Kinzel Ruth , Fisher Ronald J.
Published: February 2008

This study examined the relationships among ethnocentrism, group cohesion, and constituent pressure in either competitive or collaborative directions within the context of a complex simulation of intergroup conflict. The simulation elicited both a value and an economic conflict over scarce resources and their development in which pairs of groups negotiated through representatives to reach a settlement. The results from 32 four‐person groups of college males were based on self‐report questionnaires and behavioral codings from videotapes of the simulation sessions. With the questionnaire data, ethnocentrism, group cohesion, and constituent pressure were significantly related at three different measurement points and when averaged over the entire simulation. Behavioral ratings of ethnocentrism were positively correlated with behavioral measures of constituent pressure to compete and negatively with pressure to collaborate. These results provide empirical support for the effects of cohesion and ethnocentrism on conflict management behavior in line with realistic group conflict theory.
RIVER CITY MARSH CONFLICT
Authors: Hannum Brian , Ross William H.
Published: February 2008

The River City Marsh Conflict negotiation exercise describes a conflict between two government organizations—the River City Planner's Office and the Wisconsin State Department of Natural Resources—in a dispute over what to do with the LaCrosse River Marsh. The City Planner's Office wanted to fill part of the marsh to use for expansion of the industrial park. River City officials also wanted to build an additional highway through part of the marsh to accommodate anticipated traffic increases. The Wisconsin Department of Natural Resources wanted the marsh habitat enhanced and protected from development so that threatened species could increase in numbers. These officials also wanted to build trails, canoe access points, and other facilities in order to promote recreational activities in the marsh. In this exercise, students are assigned to the role of either the River City Planner's Office or the State Department of Natural Resources office. Both sides are provided with the same set of facts and many options for consideration involving road construction or expansion, wildlife enhancement, and trail construction. Using these interrelated issues, students must negotiate a plan for the marsh that integrates both side's objectives.
INFORMATION EXCHANGE, TOUGHNESS, AND INTEGRATIVE BARGAINING: THE ROLES OF EXPLICIT CUES AND PERSPECTIVE‐TAKING
Authors: Kemp Katherine E. , Smith William P.
Published: February 2008

Information exchange is a significant factor in the achievement of integrative agreements in negotiation. However, it is not clear what factors govern information exchange. While tutoring negotiators in information exchange has clearly been shown to be effective, the experiment reported here was concerned with less directive interventions. Negotiators were either (a) alerted to the possibility that the other party's issue priorities were not the same as their own—and hence the problem not fixed pie in nature—(Priority condition); or (b) made aware of the need to look at problems from another's perspective (Perspective condition). Interest was in how these interventions would effect negotiators' spontaneous exchange of potential outcome information, their understanding of the integrative nature of the problem, and their joint outcome from their negotiated agreement, as compared with a control condition. In addition, the role of negotiator firmness in the achievement of integrative agreements was examined. It was found that Priority negotiators engaged in more information exchange, tended to be more accurate in their understanding of the nature of the bargaining problem, and achieved higher joint profits in their agreements than did control negotiators. Pairs whose summed perspective‐taking ability was higher made agreements with higher joint profits than those with lower perspective‐taking ability. Negotiator firmness was higher for the Priority condition than for the control condition. It was concluded that (a) spontaneous exchange of outcome information does occur when negotiators are cued to doubt the fixed pie hypothesis about possible outcomes of negotiation; (b) this exchange is associated with higher joint profits, i.e., with more integrative bargaining; but (c) firmness as well as information exchange appears to play an important role in integrative bargaining; in addition, (d) perspective‐taking does seem to encourage integrative bargaining, but it is difficult to induce, and how it operates is unclear.
NEGOTIATION STYLES IN INTERCULTURAL COMMUNICATION
Authors: Drake Laura E.
Published: February 2008

This project focuses specifically on how intercultural negotiating differences are evidenced communicatively. Evidence suggests that negotiators deal differently with internationals than domestics. Therefore, it is important to move beyond within‐culture comparisons as a basis for predicting intercultural negotiation processes. This paper tests empirically the endurance of culturally‐associated negotiation styles in inter‐cultural negotiations between Americans and Taiwanese. Results suggest that culture does exert some global effects in face‐to‐face encounters with cultural outsiders. Other aspects of negotiation are managed locally, so that predicted cultural differences do not emerge in interaction.
SOCIAL COMPETITION: IDENTIFYING NEW PERSPECTIVES AND STRATEGIES FOR TASK MOTIVATION
Authors: Sommer Steven M.
Published: February 2008

Competition is a prominent topic of discussion among academics and practitioners; yet the relevant literatures in management and psychology lack a consistent definition to describe this phenomenon. Consequently, much of the mixed results concerning competition's impact on attitudes and performance might be due to conceptual differences about the construct. A survey administered in a laboratory setting demonstrated individuals perceive different types of competition, and these different types had different impacts on attitudes and behavior. One type of competition identified here, the opportunity for informal competition, draws from a vast literature in social psychology—using social comparisons to evaluate performance. These results support broadening the definition of competition and expanding future research investigation efforts. Informal social competition can potentially benefit efforts to effectively direct and enhance motivation.
PERSONALIZING AND MANAGING CONFLICT
Authors: Dallinger Judith M. , Hample Dale
Published: February 2008

Taking conflict personally (TCP) is conceptualized as a negative emotional personalization of conflict episodes. Here, individuals' TCP levels were examined in relationship to both their own conflict management styles and their perceptions of supervisors' conflict management styles. Results indicate that one's TCP levels are associated with one's own preferred conflict management style, with supervisor's perceived conflict style, and with satisfaction with supervisor.
EXAMINING CROSS‐CULTURAL DIFFERENCES IN CONFLICT MANAGEMENT BEHAVIOR: A STRATEGY FOR FUTURE RESEARCH
Authors: Weldon Elizabeth , Jehn Karen A.
Published: February 2008

Studies of cross‐cultural differences in conflict management behavior are reviewed. This review shows that existing studies are difficult to interpret, because researchers applied Western theories and Western measures to non‐Western cultures, without testing the cross‐cultural equivalence of the constructs and the measures and without searching for emic constructs that might contribute to an understanding of non‐Western behavior. These three problems are discussed, and guidelines to help researchers avoid these problems are proposed.
AMBIGUITY AND CONFLICT MANAGEMENT STRATEGY
Authors: Ritov Ilana , Drory Amos
Published: February 2008

The effect of ambiguity is investigated with regard to the success of a venture on the initial choice of interpersonal conflict management strategy of the venture's initiator. In the experiments reported here, subjects were asked to imagine a hypothetical situation in which the decision‐maker, in a capacity as an organization member, seeks the use of an organizational resource in order to initiate the venture. The conflict arises as another member of the organization also lays claim to the same resource. Subjects, taking on the role of the decision‐maker, show more collaboration in managing the conflict when experts disagree about the probability of successful outcome of the venture. Similar inclinations are revealed when the possible long‐term adverse consequences of the conflict are made explicit. These findings support the interpretation of ambiguity effect in terms of increased loss aversion due to personal responsibility.
FOSTERING CONSTRUCTIVE CONFLICT MANAGEMENT IN A MULTISTAKEHOLDER CONTEXT: THE CASE OF THE FOREST ROUND TABLE ON SUSTAINABLE DEVELOPMENT
Authors: Driscoll Cathy
Published: February 2008

The case of the Canadian Forest Round Table on Sustainable Development provides evidence of diverse stakeholder representatives managing their conflict through dialogue, informal exchange, and field trips. This case study reveals new insights on factors which facilitate constructive conflict management and collaboration in a multistakeholder context. The findings indicate the value of dialogue, common evidence, and shared experience. Implications for theory and practice are discussed.
THE EFFECTS OF CONNECTEDNESS AND SELF INTEREST IN THE ORGANIZATIONAL VOLUNTEER DILEMMA
Authors: Wook Kim Jae , Murnighan J. Keith
Published: February 2008

This paper investigates the impact of some of the underlying dynamics of volunteering choices in organizational contexts, focusing on individual, group, and organizational level causes. Three scenario‐based experiments manipulate individuals' standing within their organization (i.e., whether they are doing well or poorly) in combination with variables such as the expected efficacy of one's team and positive or negative organizational performance. In comparison to other recent volunteering studies, all three current experiments focused on an explicit organizational context and found much stronger intentions to volunteer, particularly when a person's standing was good. The combination of poor standing with expectations of poor performance by one's group or one's organization led to reductions in these otherwise strong intentions to volunteer. The results also show that feelings of obligation, expectations of extrinsic rewards, and identifying with one's organization are all significantly related to volunteering choices.
PERCEIVED THREAT, COHESION, AND GROUP PROBLEM SOLVING IN INTERGROUP CONFLICT
Authors: Rempel Martin W. , Fisher Ronald J.
Published: February 2008

This study examined the impact of perceived threat and cohesion on the ability of groups to solve problems in a situation of social conflict. The self‐reports and behaviors of 31 groups of college males were studied within a comprehensive, strategic simulation of intergroup conflict. The simulation was based on both a value conflict and an economic competition over scarce resources. A coding scheme for group problem solving was created based in part on Janis' seven symptoms of groupthink. Change scores were calculated over different points in time to assess the relationships among perceived threat, group cohesion, and dysfunctional group problem solving. Large increases in perceived threat were significantly related to decrements in problem‐solving effectiveness regardless of whether cohesion was stable or increased. Groups who reported high and increasing levels of cohesion experienced a decrement in problem solving regardless of the increase in perceived threat, while groups who showed small changes in cohesion demonstrated decreased problem solving under high perceived threat. The results were consistent with Janis' model of groupthink, and Fisher's eclectic model of intergroup conflict.
THE ALTERNATIVE NEGOTIATOR AS THE INVISIBLE THIRD AT THE TABLE: THE IMPACT OF POTENCY INFORMATION
Authors: Giebels Ellen , de Dreu Carsten K.W. , van de Vliert Evert
Published: February 2008

This study explores the impact of person information about an alternative negotiator in dyadic negotiation in which one of two individuals is able to exit the negotiation to further negotiate with the alternative party. Individualistic negotiators were expected to be influenced more by information about the alternative party's strength than prosocial negotiators. Forty‐nine dyads were randomly assigned to one of the experimental conditions in a 2 (Potency of the Alternative Negotiator: Low vs. High) by 2 (One's Own Motivational Orientation: Individualistic vs. Prosocial) factorial design. Face‐to‐face interactions were audiotaped and transcribed In line with our expectation, individualistically orientated negotiators engaged in problem solving to a lesser extent and communicated more threats and putdowns when the alternative party was perceived as weak and submissive rather than strong and dominant. Within negotiation dyads power asymmetry evoked power struggle. Eventually, however, negotiators with an alternative party outperformed parties lacking an alternative. As expected, prosocially orientated negotiators were less influenced by both the mere presence of an alternative negotiation partner and potency information about the alternative party. Implications and directions for further research are discussed.
SOCIETAL BELIEFS IN TIMES OF INTRACTABLE CONFLICT: THE ISRAELI CASE
Authors: Bar‐Tal Daniel
Published: February 2008

Intractable conflicts are characterized as protracted, irreconcilable, violent, of zero‐sum nature, total, and central. They are demanding, stressful, exhausting, and costly both in human and material terms. Societies involved in this type of conflict develop appropriate psychological conditions which enable them to cope successfully with the conflictual situation. The present paper proposes the following societal beliefs which are conducive to the development of these psychological conditions: beliefs about the justness of one's own goals, beliefs about security, beliefs of delegitimizing the opponent, beliefs of positive self‐image, beliefs about patriotism, beliefs about unity and beliefs about peace. These beliefs constitute a kind of ideology which supports the continuation of the conflict. The paper analyzes as an example one such intractable conflict, namely the one between Israel and Arabs, concentrating on the Israeli society. Specifically, it demonstrates the reflection of the discussed societal beliefs in the Israeli school textbooks. Finally, implications of the presented framework for peaceful conflict resolution are discussed.
THE INTERPRETATION OF COERCIVE COMMUNICATION: THE EFFECTS OF MODE OF INFLUENCE, POWERFUL SPEECH, AND SPEAKER AUTHORITY
Authors: Roloff Michael E. , Paulson Gaylen D. , Vollbrecht Jennifer
Published: February 2008

Social systems devise rules for member conduct and often specify punitive action for nonconformity. However, confronting and signaling the intent to punish a rule violator may be an inherently face‐threatening and volatile situation. As such, in this paper we seek to add to the research aimed at minimizing the negative effects of confrontation. We conducted an experiment to examine the impact of linguistic cues and coercive potential on message categorization and on receiver perceptions of threat and face‐sensitivity. Results suggest that threats might be considered a special class of warnings, distinguishable by a speaker‐based locus of punishment Locus of punishment did not, however, impact perceptions of having been warned. These findings thus call into question the assumed parallelism between researcher conceptualizations of threats and warnings and those of typical language‐users. Additionally, targets reported feeling less threatened and perceived more face‐sensitivity, in cases when the speaker was not the source of punishment. Perceptions of threat were decreased when disclaimers were employed and where the message originated from a peer rather than an authority. Power of speech had an impact in ambiguous situations. Implications for researchers and practitioners are discussed.
SUBORDINATE AGGRESSION AGAINST MANAGERS: EMPIRICAL ANALYSES OF PUBLISHED ARBITRATION DECISIONS
Authors: Allen Robert E. , Lucero Margaret A.
Published: February 2008

This study empirically examined the antecedents of verbal and physical assaults on managers perpetrated by subordinate employees. A model was presented and hypotheses developed that were tested with data obtained through the content analysis of published arbitration decisions. The findings indicated that such assaults were more likely to be verbal than physical, preceded by aversive treatment, and targeted at managers directly involved in the negative outcomes. Additionally, the severity of the incident varied across the different types of triggering events. Individuals who had been aggressive in the past but had not been disciplined were more likely to subsequently engage in physical than verbal assaults. The implications of these findings for future research and organizational practices were also discussed.
PREDICTING CONFLICT STRATEGY WITH PERSONALITY TRAITS: INCREMENTAL VALIDITY AND THE FIVE FACTOR MODEL
Authors: Moberg Philip J.
Published: February 2008

Research examining the relation of personality to conflict resolution strategy has yet to incorporate the dominant, contemporary view of personality, the five‐factor model (FFM). The use of broad traits (domains), to represent personality, although parsimonious, ignores information contained in narrow personality facets, masks important conceptual relations with various strategies, and has produced inconsistent results. The present study demonstrates that narrow, rather than broad, FFM traits consistently explain greater variance in strategy, and account for significant variance when FFM domain scores appear unrelated to the criterion. These effects are shown to result from the unbinding of criterion‐related from criterion‐unrelated facet scores that are otherwise aggregated into broad domains.
MANAGERIAL INTERVENTION IN ORGANIZATIONAL DISPUTES: TESTING A PRESCRIPTIVE MODEL OF STRATEGY SELECTION
Authors: Elangovan A.R.
Published: February 2008

Although different facets of managerial third‐party intervention in organizations have been explored, we know little about how managers should intervene in different disputes for resolving them successfully. In this study, a prescriptive model of intervention strategy selection proposed by Elangovan (1995) is tested. Data on successful and unsuccessful interventions were collected from senior managers in different organizations. The results show that following the prescriptions of the model leads to a significant increase in the likelihood that an intervention would be successful as well as in the degree of success of the intervention, thereby supporting a contingency view of dispute intervention.
LAID OFF, BUT STILL LOYAL: THE INFLUENCE OF PERCEIVED JUSTICE AND ORGANIZATIONAL SUPPORT
Authors: Naumann Stefanie E. , Bennett Nathan , Bies Robert J. , Martin Christopher L.
Published: February 2008

Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.
THE INFLUENCE OF PROPORTIONAL AND PERCEPTUAL CONFLICT COMPOSITION ON TEAM PERFORMANCE
Authors: Jehn Karen A. , Chatman Jennifer A.
Published: February 2008

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict research is now needed that recognizes that the type of conflict present in a group relative to the other types present (proportional conflict composition) and the amount of conflict perceived relative to the amount perceived by other members (perceptual conflict composition) may be critical to group functioning. Therefore, we propose two types of conflict composition in teams and investigate the links between proportional and perceptual conflict composition conflict, and team effectiveness (i.e., individual and team performance, commitment, cohesiveness, and member satisfaction) in two organizational samples. We find group conflict compositions consisting of high levels of task‐related conflict compared to relationship and process conflict (proportional task conflict) are high performing, satisfied teams. In addition, when team members disagree about amounts of conflict present (high perceptual conflict), we find evidence of negative group outcomes. Implications for managers and group members are discussed.
MANAGING CONFLICT APPROPRIATELY AND EFFECTIVELY: AN APPLICATION OF THE COMPETENCE MODEL TO RAHIM'S ORGANIZATIONAL CONFLICT STYLES
Authors: Gross Michael A. , Guerrero Laura K.
Published: February 2008

The competence model of conflict communication suggests that individuals who use various conflict styles will be perceived differently in terms of appropriateness and effectiveness. A simulated organizational decision‐making task involving 100 randomly‐paired dyads consisting of business students suggested that an integrative conflict style is generally perceived as the most appropriate (in terms of being both a polite, prosocial strategy and an adaptive, situationally appropriate strategy) and most effective style. The dominating style tended to be perceived as inappropriate when used by others, but some participants judged themselves as more effective when they used dominating tactics along with integrating tactics. The obliging style was generally perceived as neutral, although some participants perceived themselves to be less effective and relationally appropriate when they employed obliging tactics. The avoiding style was generally perceived as ineffective and inappropriate. Finally, compromising was perceived as a relatively neutral style, although some participants judged their partners to be more effective and relationally appropriate if they compromised. Overall, these results and others provide general support for the competence model's predictions, while also suggesting some modifications and directions for future research.
EFFECTS OF TIME PRESSURE AND ACCOUNTABILITY TO CONSTITUENTS ON NEGOTIATION
Authors: Mosterd Igor , Rutte Christel G.
Published: February 2008

A laboratory experiment examined the effects of time pressure (high versus low) and accountability to constituents (not‐accountable‐to‐constituents versus accountable‐to‐constituents) on the competitiveness of negotiators' interaction and on the outcome (i.e., agreement or impasse) of the negotiation. Using a newly developed negotiation game with the payoff structure of a game of chicken, we predicted and found an interaction effect. Based on the pattern of results we conclude that the effect of time pressure is contingent on the accountability to constituents of the negotiator. When negotiators are negotiating only for themselves, time pressure makes the negotiators act less competitive, and a higher proportion of the negotiations will result in an agreement. In contrast, when negotiators are negotiating on behalf of their con‐stituents, time pressure will result in more competitive interaction and in a higher proportion of impasses.