bluuebunny/crossref_metadata_2025 huggingface dataset:
UNDERSTANDING INTERCULTURAL CONFLICT THROUGH AN ANALYSIS OF KERNEL IMAGES AND RHETORICAL VISIONS
Authors: ‘J’ Hall Bradford
Published: February 2008

This study endeavors to deepen our understanding of intercultural conflict by the detailed development of a particular case. The case chosen is the controversy over spearfishing between the largely white protest community in northern Wisconsin and the Native American (Anishinabe) community in the same region. This study identifies and examines a kernel image which serves simultaneously as common and uncommon ground across the two communities, thus helping to escalate and prolong the conflict. This process is further explored through the identification and articulation of the rhetorical visions which embody the common sense of a community and are expressed through the collective discourse of that community. Finally, implications for intercultural conflict in general are discussed.
AN ANALYSIS OF ABSENTEEISM ARBITRATION CASES: FACTORS USED BY ARBITRATORS IN MAKING DECISIONS
Authors: Clay Joan M. , Stephens Elvis C.
Published: February 2008

The purpose of this study was to determine if arbitrators use all seven of Dougherty's tests of just cause in cases involving discharge for excessive absenteeism. One hundred and ninety‐five absenteeism cases published by the Bureau of National Affairs and Commerce Clearing House between 1980 and 1990 were analyzed. Four of Dougherty's key tests were found to be critical: Penalty, Equal Treatment, Proof, and Notice. Logistic regression analysis of the data reveals that if these four tests are met by management, there is an almost certain probability that a grievance for excessive absenteeism discharge will be denied. If, however, any one of these tests is not met, the probability is greater than 99 percent that the grievance will be fully sustained or split.
THE ENHANCING EFFECT OF INTERGROUP COMPETITION ON GROUP PERFORMANCE
Authors: Bornstein Gary , Erev Ido
Published: February 2008

This paper examines the effect of intergroup competition on intragroup cooperation. Three experiments are reviewed. The first experiment establishes that intergroup competition can effectively increase intragroup cooperation in a laboratory setting where symmetric players make binary decisions in one‐shot dilemma games. The second experiment shows that this constructive effect of intergroup competition is generalizable to a real‐life setting in which asymmetric players make continuous decisions in an ongoing interaction. The third experiment demonstrates that the increase in intragroup cooperation can be accounted for at least in part by motivational, rather than structural, effects of the intergroup competition. Theoretical and practical issues concerning the applications of these findings are discussed.
PRODUCTIVE CONFLICT: NEGOTIATION AS IMPLICIT COORDINATION
Authors: Putnam Linda L.
Published: February 2008

This study uncovers the benefits of conflict through examining the functions, intergroup relationships, and symbolic significance of negotiation. Drawing from survey and ethnographic data in two teacher‐school board negotiations, the study reveals that bargaining serves a communication function of signaling potential problems, clarifying misunderstandings, and exchanging information. These functions surface indirectly through interaction patterns and subtle cues implicit in arguments, proposal exchanges, and examples. The productive nature of conflict in negotiation also hinges on developing ties among and between teams, constituents, and publics.
PEOPLE'S CONCILIATION: A MODE OF CONFLICT MANAGEMENT OF CIVIL DISPUTES IN CHINA
Authors: Xu Xinyi
Published: February 2008

People's conciliation is a grass‐roots effort for conflict management in China. It settles civil disputes without characterizing them as conflicts between blameworthy adversaries. It does not take legal effect. But with support from the people's court and government, it is generally honored as an institution to maintain and promote mutual confidence and reciprocal relations among rural villagers, urban residents, and work unit employees. This paper attempts to provide a comprehensive description and analysis of people's conciliation. The origin, development, and organization are approached in relation to conciliation in Chinese history as well as other forms of intervention such as self‐conducted, lawyer‐assisted, administrative, and judicial conciliation. Case variety, principle, prohibition, strategy, procedure, and conciliator training are examined Illustrative cases are provided. Ideological and institutional aspects are analyzed in light of Maoism, political economy, culture and community, and public attitude in China.
WILL WE MEET AGAIN? EFFECTS OF POWER, DISTRIBUTION NORMS, AND SCOPE OF FUTURE INTERACTION IN SMALL GROUP NEGOTIATION
Authors: Mannix Elizabeth A.
Published: February 2008

Two studies were conducted examining the effects of power, distribution norms, and the scope of future interaction on small group negotiation. Subjects participated in a three‐person negotiation exercise in which they had to reach agreements between two or three players to receive resources. In study one the effects of power position (high, medium, low), dominant distribution norm (contribution, need), and the expectation of future interaction (expected, not expected) on the distribution of resources were examined. Power interacted with both dominant distribution norm and the expectation of future interaction. The ability of high power, less needy players to achieve resources was reduced under a dominant need‐based distribution norm, and when future interaction was expected. In addition, groups expecting future interaction were more likely to form exclusive coalitions than those not anticipating future interaction. In study two the effects of power position (high, medium, low), type of need (pure‐need need + future potential), and the scope of future interaction (full group, coalition‐only) on the distribution of resources were examined. Power interacted with both the type of need and the scope of future interaction. Low power, more needy players achieved greater resources when need was linked to future potential and when future interaction with the entire group was anticipated. In addition, groups anticipating future interaction with only those included in the final agreement were more likely to form exclusive coalitions than those anticipating future interaction with all group members.
ACCOUNTS IN ARBITRATION: DO THEY MAKE A DIFFERENCE?
Authors: Tata Jasmine
Published: February 2008

This study examines the relationship between decisions of arbitrators and the accounts provided by grievants in a sample of discipline arbitration cases. It was hypothesized that arbitrators' decisions would be influenced by both the type of accounts used (refusals, excuses, and justifications) and the quality of accounts. The results suggest that grievants providing refusals are most likely to have their suspensions reduced, and grievants providing justifications are least likely to have their suspensions reduced Also, the quality of accounts influences reduction in suspension. These findings help broaden our understanding of the arbitration decision‐making process and explain how grievants' accounts can bias arbitrators' decisions. Implications for policy‐makers, management, employees, and unions are provided, along with suggestions for future research.
ROLE OF ETHNIC AND GENDER DIFFERENCES IN MEDIATED CONFLICTS
Authors: Grosch James W. , Duffy Karen G. , Olczak Paul V.
Published: February 2008

Although ethnicity and gender play a significant role in many types of social interaction, little research exists on their importance in mediation. An analysis of community mediation cases (N = 27,852) from New York state demonstrated that, consistent with predictions from criminal justice research, Whites were underrepresented in mediation relative to Blacks and Hispanics, and that females were more likely to participate in mediation as claimants than men. Both ethnicity and gender were related to the type of dispute, degree of violence, intimacy between disputants, source of referral, and mediation outcome. Additional analysis, taking into account source of referral, education, and income level of the claimant, did not fully account for the observed ethnic or gender differences. Results are discussed in terms of reasons why ethnic and gender differences exist in mediation, limitations of demographic data, and areas for future research.
HELPLESS HELPERS: AN INTERGROUP CONFLICT INTERVENTION
Authors: van de Vliert Evert
Published: February 2008

This report of an intervention in a mental health care institution illustrates that exchanging distorted group images is an effective strategy for improving situations of intergroup conflict. The intervention is especially effective if the group images are not attacked, which tends to reinforce rather than mitigate them, but if they are undermined in a nondirective way instead The implementation of this nondirective process intervention is discussed in depth to demonstrate how the original intervention technique is enriched in several respects.
INTRODUCTION
Authors: Jones Tricia S.
Published: February 2008

The relationship between culture and conflict in organizations is a difficult one. This introduction discusses some of the fundamental questions stimulating research in this area and provide recommendations for how scholars may further the dialogue on diversity related change. Finally, the articles presented in this issue are reviewed in terms of the questions discussed earlier.
MANAGERIAL CONFLICT INTERVENTION IN ORGANIZATIONS: TRAVERSING THE CULTURAL MOSAIC
Authors: Elangovan A.R.
Published: February 2008

The rapid globalization of modern business and the multicultural nature of its workforce pose major challenges for leadership and human resource management in 1990s. One important area that is yet to be fully explored is the managing of conflict in a multicultural organization where values, orientations, preferences, and attitudes differ significantly among the members. This paper explores the implications of cultural differences for managerial intervention in conflicts between subordinates in organizations using Hofstede's four‐dimensional framework.
TOWARD A METHOD OF EXPOSING HIDDEN ASSUMPTIONS IN MULTICULTURAL CONFLICT
Authors: Weisinger Judith Y. , Salipante Paul F.
Published: February 2008

This study examines the method of scenario analysis as a means of exposing hidden assumptions which cause misattributions that lead to multicultural conflict and as a way of assessing cross‐cultural understanding. Results from thirty‐five critical incident interviews of technical professionals and semi‐structured scenario questionnaires from graduate business and engineering students are presented. The results provide support for the use of scenarios as a method of exposing hidden assumptions leading to multicultural conflict and as a process which helps participants deal with the conflict. Implications for organizational research and practice are discussed, including the use of scenario analysis as an evaluation and measurement tool for culturally‐related conflict in organizations.
INTEGRATING AND PRESERVING A DIFFERENT CULTURE AFTER ACQUISITION
Authors: Weber Yaakov , Ganzach Yoav , Ben‐Yemini Haim
Published: February 2008

When organizations with disparate cultures are merged, the culture of the acquired organization often represents a counterculture for the acquiring firm. Scholars and consultants frequently recommend avoiding integration of an acquired company if it has a sharply different culture. This paper presents a case study of a recent hostile takeover that disproves the conventional wisdom and shows that careful implementation processes enable the company, not only to overcome post‐merger integration barriers due to culture clash, but also to maximize strategic benefits from those cultural differences. It shows that integration can be achieved through a process in which only some specific cultural dimensions are integrated while others are preserved.
PLANNING THE USE OF POWER: AN EPISODIC MODEL
Authors: Nikolopoulos Andreas G.
Published: February 2008

Power reserves such as money, information, support, knowledge, and time are essential in handling conflicts. These power reserves are, as a rule, limited in that they are insufficient in handling existing multi‐conflicting relationships. This paper presents an episodic model for the rational planning of power reserves that can aid in effective power use. How much and to what extent this power should be used depends on the following: (1) determining the significance of the various activity fields (i.e., arenas) in which conflict arises; (2) calculating the decision maker's conflict intensity with the other party(ies) in the attainment of each goal; (3) identifying the facilitating or inhibitory factors in power use; and (4) estimating the likely consequences of using power to resolve any conflict.
MANAGING LOCAL ENVIRONMENTAL CONFLICT AMIDST NATIONAL CONTROVERSY
Authors: Daniels Steven E. , Walker Gregg B.
Published: February 2008

The recent impasse over federal forest management in the Pacific Northwest region of the United States has been a living laboratory of conflict and its management, and provides the context for this case study. While most of the media attention has been focused on regional or national events such as President Clinton's Forest Conference of April 1993, a larger number of localized conflicts have shaped the controversy at the grassroots level. This case study focuses on a pivotal meeting in one such conflict: the Shasta Costa planning process. Outside intervenors mediated the meeting, and USDA Forest Service personnel, timber industry representatives, and environmentalists participated Participant observation and a supplemental survey led to the following conclusions: (1) measures of standing (the legal and social basis for legitimate participation) differed between the industry and environmental representatives, (2) reliance on science differed between groups, and (3) the process was not able to overcome a power imbalance. These findings suggest that there may be little hope for local dispute efforts if there is substantial policy uncertainty at the national level. Implications for managing forestry conflict in the region are discussed.
MISTRUST AND MISCONSTRUAL IN UNION‐MANAGEMENT RELATIONSHIPS: CAUSAL ACCOUNTS IN ADVERSARIAL CONTEXTS
Authors: Robinson Robert J. , Friedman Raymond A.
Published: February 2008

Misunderstanding, or misconstrual, is a major exacerbating factor in conflict escalation and an impediment to negotiation and resolution. Laboratory work has identified characteristic errors of construal which partisans make in assessing the views of their opponents. This paper examined whether these same phenomena could be observed in a traditional real‐world conflict, that between trade unions and management. In two studies, union representatives and managers reacted first (in Study 1) to an actual contract negotiation that the two sides were involved with, and then to a hypothetical unjust act. Results revealed that the two sides indeed display many characteristic errors of construal. Specifically, union representatives underestimated management concern for harmful acts against workers, or management's sincere wish to negotiate in good faith within financial constraints, and were generally highly suspicious of management motives and intentions toward workers. Managers saw union representatives as unreasonable, and greatly overestimated union militancy and unwillingness to accept extenuating circumstances. Negotiations will be greatly improved if such misconstruals can be exposed and debunked prior to, or during negotiations.
IS THERE A BIAS IN ARBITRATION OF NONUNION EMPLOYMENT DISPUTES? AN ANALYSIS OF ACTUAL CASES AND OUTCOMES
Authors: Bingham Lisa B.
Published: February 2008

This paper uses 1992 nonunion employment arbitration awards to examine how parties currently use arbitration outside collective bargaining. It presents descriptive data on the costs of arbitration. It compares employer and employee claims, and finds that employees win higher damage awards. Employees recover a higher proportion of the damages they claim or have a better outcome than employers, notwith‐standing the theory that an arbitrator will rule in favor of employers because they have more resources to pay the arbitrator. While both employers and employees have lower outcomes when the arbitrator is paid a fee, this appears to be because the fee‐paying cases are higher stakes claims, and higher stakes claims result in proportionally lower damage awards. The findings tend to contradict the theory that employment arbitrators will be biased in favor of employers in a nonunion setting.
CORRELATES OF EMPLOYEE THEFT: A MULTI‐DIMENSIONAL JUSTICE PERSPECTIVE
Authors: Shapiro Debra L. , Klebe Trevino Linda , Victor Bart
Published: February 2008

In a field study, we build on previous research examining employee theft, which has focused on the influence of job dissatisfaction and pay inequity (distributive injustice). In a survey of employees at 18 fast food restaurants, where employee theft was a problem, we examine the relationship between employee‐observed theft and justice perceptions (distributive, procedural, and interactional justice), employees' job satisfaction, and judgments regarding the deviancy of theft. As expected, perceptions of procedural justice and employees' judgments regarding the deviancy of theft explained a significant amount of variance in employee‐observed theft; the other predictor variables did not. Theoretical and practical implications for managing employee theft are discussed.
THE EFFECTS OF RESOURCE SHORTAGE ON DE‐ESCALATION IN A SIMULATED PRICE WAR
Authors: Rick Fry William , Betz Brian , Pruitt Dean G.
Published: February 2008

A simulated price war between two competing gas stations provided the context to assess the effects on de‐escalation of the subject's financial shortage, the competitor's financial shortage, and a message from the competitor conveying a non‐exploitative intent. Subject shortages encouraged gasoline price increases (de‐escalation) and competitor shortages encouraged price decreases (escalation). Subjects who were suffering a financial shortage rated their competitor as less likely to cooperate and more likely to exploit them than those who were not. Results were discussed in terms of a simplification of Pruitt and Kimmel's (1977) goal‐expectation hypothesis. One possible explanation for our results is that subjects make a comparison of relative strength before choosing either to de‐escalate or escalate.
ORGANIZATIONAL CONFLICT: A COMPARATIVE ANALYSIS OF CONFLICT STYLES ACROSS CULTURES
Authors: Elsayed‐EkJiouly Sayed M. , Buda Richard
Published: February 2008

This study investigated the unpad of culture on styles of handling interpersonal conflicts. The Rahim Organizational Conflict Inventory was used to collect data on the conflict management styles of integrating, obliging, avoiding, dominating, and compromising. Two regions of the world were chosen: Middle Eastern countries and states (n = 913) and the United States (n = 144). MANCOVA was used to analyze the data. The results indicate that Arab Middle Eastern executives use more of an integrating and avoiding style in handling interpersonal conflict while U.S. executives use more of an obliging, dominating, and compromising style. Implications of the findings and future research are discussed.
CONCERN FOR THE OTHER'S GOALS: KEY TO (DE‐)ESCALATION OF CONFLICT
Authors: Janssen Onne , van de Vliert Evert
Published: February 2008

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's own goals, more concern for the other's goals, or both. A scenario study and a simulation experiment among undergraduate students confirmed the hypothesis that the difference in other‐concern is the critical explanator. The stronger other‐concern of cooperatively‐motivated compared to competitively motivated parties fostered more accommodating, more problem solving, more compromising, and less forcing, resulting in more de‐escalation or less escalation.
ANTECEDENTS AND EFFECTS OF MULTIPLE GOALS IN CONFLICT RESOLUTION
Authors: Fukushima Osamu , Ohbuchi Ken‐ichi
Published: February 2008

This study employed a scenario method to test the hypotheses of the multiple goals theory. One hundred and seven Japanese students were asked to read the scenarios that described a conflict between two people and to consider themselves as the one of whom an economic cost was unreasonably requested by the other. Four situational variables (resource cost, familiarity between the two persons, the other person's manner, and the other person's tactic) were presented in the scenarios. In addition, a set of scales to measure four different goals (relationship, identity, justice, and resource) were included, as well as two types of mitigative tactics (integrative and appeasing), and two types of confrontational tactics (assertive and aggressive). A basic hypothesis of the theory—that social goals would be activated even in resource conflicts—was supported. It was also found that familiarity activated relationship goals, which increased mitigative tactics and compliance, but decreased confrontational tactics, and that a resource cost activated resource goals, which increased both mitigative and confrontational tactics, but decreased compliance.
THE PLAYGROUND NEGOTIATION CASE
Authors: Halpern Jennifer J. , Connelley Debra L.
Published: February 2008

This is a true‐to‐life case. Two elected local officials, one elected on a community involvement plank (herein referred to as the Community Volunteer Representative) and the other elected because of a commitment to support the Parks Department (hereafter referred to as the Parks Department Representative) comprise the Ithaca Special Projects Task Force. They have been charged with deciding whether to fund a playground for the community, and if so, how much of the city's limited special project funds they should spend. Other projects requesting funding will be presented to them later in the year. Both representatives share the common goal of bettering the community. However, the issue is complicated by a variety of potential inter group conflicts that can threaten their position as elected officials, and that could jeopardize the harmony of the community that they are trying to help. Moreover, both representatives are aware that they, as well as their constituents, may have interests in both community volunteerism as well as in the well‐being of the Parks Department: Parks employees, for example, may also be community volunteers after work.
MULTIPLE MEANINGS OF TRUST IN NEGOTIATION THEORY AND RESEARCH: A LITERATURE REVIEW AND INTEGRATIVE MODEL
Authors: Ross William , LaCroix Jessica
Published: February 2008

The present paper reviews the research literature on trust in bargaining and mediation. Several models of trust within the bargaining process are also described. It is concluded that trust means different things, depending upon the relationship under investigation. Trust among negotiators can refer to a personality trail (how trusting a negotiator is of others) or to a temporary state. Within the state perspective, trust often refers to one of three orientations: (1) cooperative motivational orientation (MO), (2) patterns of predictable behavior, (3) a problem‐solving orientation. Trust between a negotiator and constituents usually refers to a cooperative MO (i.e., shared loyalty) between these two groups. The addition of a mediator can impact both the opposing negotiators' relationship and each negotiator‐constituent relationship; the mediator also has direct and indirect relationships with the parties and their constituents. Future directions for research on trust are identified.
APPEARANCES DO COUNT: THE EFFECTS OF OUTCOMES AND EXPLANATIONS ON DISPUTANT FAIRNESS JUDGMENTS AND SUPERVISORY EVALUATIONS
Authors: Conlon Donald E. , Ross William H.
Published: February 2008

In a simulated three‐issue organizational dispute, subjects were interrupted by a third party (their supervisor) who recommended—and eventually imposed—one of five different outcomes. Each outcome provided subjects the same overall payoff, though the arrangement of payoffs across each of the three issues varied. The design allowed us to evaluate four different perspectives regarding negotiators' perceptions of their outcomes. In addition, third parties provided justifications, apologies, or excuses for their actions. Fairness judgments and supervisory evaluations were most favorable when negotiators received an outcome reflecting favorable settlements on the majority of the issues, or the midpoint compromise; the least favorable reactions occurred when subjects received favorable outcomes on only their most important issue. Third parties who offered a justification for their actions were seen as fairer than those offering apologies or excuses. The findings reiterate the importance of considering both the symbolic characteristics of outcomes and the interactional justice inherent in different types of explanations.
OVERCONFIDENCE IN NEGOTIATION REVISITED
Authors: Lim Rodney G.
Published: February 2008

The individual and joint effects of overconfidence and aspirations on negotiator performance were examined. Past research has suggested that negotiator overconfidence impedes effective dispute resolution. It is argued here, however, that overconfidence may not impair negotiator performance in all situations and may actually be beneficial in some. Specifically, the dual concern model offers a framework for predicting negotiator outcomes as a function of overconfidence and aspiration difficulty. Face‐to‐face buyer‐seller negotiations were conducted between different combinations of over‐ and realistically‐confident negotiators. Hypotheses involving the impact of overconfidence and aspiration difficulty on the key constructs of the dual concern model were supported Predictions involving their subsequent effects on negotiator performance, however, were not supported, although this lack of support appeared to stem from unresponsiveness on the part of sellers only. Even though overconfident negotiators fared no worse than realistically confident negotiators regardless of aspiration difficulty or the appropriateness of their opponent's confidence, they did not fare any better either. A variety of theoretical and practical implications of the results are discussed.
PERSONALITY AND INTERPERSONAL CONFLICT: AGGRESSIVENESS, SELF‐MONITORING, AND SITUATIONAL VARIABLES
Authors: Ohbuchi Ken‐ichi , Fukushima Osamu
Published: February 2008

Sixty‐six male Japanese students verbally interacted with a confederate opponent, who expressed unreasonable requests politely or impolitely. Half of the participants was pressed to respond immediately, while the other half was not. Personality variables were found to determine the participants' responses to the conflict in interactions with the situational variables; that is, verbal aggressiveness increased hostile responses only when the confederate behaved in an impolite manner, and self‐monitoring increased integrative responses only when the participants were not pressed to respond quickly.
DEVELOPMENT OF A MEASURE OF ROLE CONFLICT
Authors: Pandey S. , Kumar E.S.
Published: February 2008

This article describes the development of a measure of role conflict. Role conflict was conceptualized as consisting of four dimensions: intrasender, intersender, interrotle, and person‐role conflict respectively. Study 1 (N = 65), which was conducted to pilot test the 96 item questionnaire (reduced from 224 items after expert rating), resulted in the reduction of the questionnaire to 43 items with three interpretable dimensions. Study 2 (N = 100) was carried out to examine the construct validity of the scale and confirm the factor structure. There was convergence with the findings of Study 1. Cronbach alpha for each subscale was adequate, and evidence of concurrent, convergent, and discriminant validities was found. Study 3 (N = 242) attempted to provide some normative data for the measure, in addition to carrying out a confirmatory factor analysis (CFA) using LISREL. The findings of Study 2 were almost duplicated, and the CFA results lent greater support to a three‐factor structure of role conflict.
COERCIVE POTENTIAL AND FACE‐SENSITIVITY: THE EFFECTS OF AUTHORITY AND DIRECTIVES IN SOCIAL CONFRONTATION
Authors: Vollbrecht Jennifer L. , Roloff Michael E. , Paulson Gaylen D.
Published: February 2008

Individuals sometimes feel compelled to confront a rule‐violator. Because the goal of a confrontation is to stop the objectionable action, the violator may feel that his or her autonomy is being threatened and may resist complying. To reduce the likelihood of negative outcomes, confronters are advised to engage in discourse that makes them appear face‐sensitive. However, we argue that the authority of a speaker and the type of directive (imperative or suggestion) that is spoken interact so as to affect the degree of face‐sensitivity attributed to a confronter. We conducted an experiment to test this notion. Consistent with our position, authorities are perceived as more sensitive when expressing suggestions and are attributed coercive potential regardless of the directive enacted Peers, however, are attributed greater coercive potential when communicating imperatives, while face‐sensitivity is unaffected by the type of directive. Implications for confrontation are discussed.
CULTURE AND CONFLICT MANAGEMENT: A THEORETICAL FRAMEWORK
Authors: Kamil Kazan M.
Published: February 2008

This paper proposes a broad perspective for studying the influence of culture on the process of conflict management. Three models of conflict management are described, based on the culture framework of Glen (1981). In the confrontational model, conflicts are conceptualized as consisting of subissues, and a sense of reasonable compromise aids resolution despite a confrontational style. In the harmony model, conflict management starts with the minimization of conflict in organizations through norms stressing observance of mutual obligations and status orderings. Conflicts are defined in their totality, and resolution is aided by avoidance and an accommodative style. Less emphasis is placed on procedural justice, as on maintenance of face of self and others. Third parties are used extensively, and their role is more intrusive. In the regulative model, bureaucratic means are used extensively to minimize conflicts or to aid avoidance. Conflicts get defined in terms of general principles, and third party roles are formalized. The implications of the differences among the three models for conflict resolution across cultures and for future research are discussed.
THE EFFECTS OF ETHICAL CLIMATE AND THE AVAILABILITY OF ALTERNATIVES ON THE USE OF DECEPTION DURING NEGOTIATION
Authors: Aquino Karl
Published: February 2008

This study examines the use of deception in a dyadic negotiation context. Two independent variables—the salience of ethical standards regarding deception and the availability of alternatives to agreement— were predicted to influence negotiators' willingness to deceive. It was hypothesized the presence of ethical standards would reduce deception, even when organizational reward contingencies and other external pressures favored its use. Competing hypotheses regarding the effects of alternatives were also proposed A role‐play exercise describing a negotiation between an automotive manufacturer and a supplier of component parts was used to test the study hypotheses. Eighty MBA students participated in the exercise. Results showed that the salience of ethical standards decreased the use of deception by negotiators and led to more equal agreements. However, contrary to expectations, the availability of an alternative had no effect on deception. Implications for theory and practice are discussed and future research directions are offered.
RELATIONSHIP BETWEEN THE BIG FIVE PERSONALITY FACTORS AND CONFLICT MANAGEMENT STYLES
Authors: Antonioni David
Published: February 2008

The purpose of this study was to examine the relationship between the Big Five personality factors and five styles of handling interpersonal conflict. The Big Five factors are extroversion, openness, conscientiousness, agreeableness, and neuroticism, and the five conflict styles are integrating, obliging, dominating, avoiding, and compromising. A total of 351 students completed questionnaires. As a check on generalizing the results beyond students, 110 managers also completed the same surveys. The main results indicate that extroversion, conscientiousness, openness, and agreeableness have a positive relationship with integrating style. Extroversion has a positive relationship with dominating, while agreeableness and neuroticism have negative relationships with dominating. Extroversion, openness, and conscientiousness have a negative relationship with avoiding, while agreeableness and neuroticism have a positive relationship with avoiding. Implications of the study and suggestions for future research are discussed.
A TEST OF THE MOTIVATIONS UNDERLYING CHOICE OF CONFLICT STRATEGIES IN THE DUAL‐CONCERN MODEL
Authors: Sorenson Ritch L. , Morse Eric A. , Savage Grant T.
Published: February 2008

Dual‐concern models suggest that “concern about self” and “concern about other” motivate individuals to choose conflict‐handling strategies. We test those assumptions with a study of the cognitions associated with the choice of conflict strategies. Consistent with dual‐concern model conceptualizations, regression analyses that account for up to 41% of variance indicate that concern about self and concern about other are significantly associated with dominating and obliging strategies. However, predicted interactions between concern about self and concern about other and avoiding, compromising, and integrating strategies are not consistent with conceptualizations in dual‐concern models. Results from this study suggest the need for a conflict‐handling model with dimensions that account for more of the variance in the choices to avoid, compromise, and integrate.
COMPLAINT HANDLING ON THE SHOP FLOOR: COOPERATIVE RELATIONSHIPS AND OPEN‐MINDED STRATEGIES
Authors: Tjosvold Dean , Morishima Motohiro , Belsheim James A.
Published: February 2008

Managing conflicts between employees and supervisors is a critical issue in maintaining productive labor‐management relations. This study uses the theory of cooperation and competition to specify the nature of the relationship and the flexible strategies that facilitate mutually beneficial solutions to employee complaints. Results based on interviews of supervisors and union employees in a remote site in British Columbia support the hypotheses that cooperative, compared to competitive and independent, goals promote open‐minded discussions of complaints that result in efficient resolutions which benefit both supervisors and employees. Results suggested that developing cooperative goals and open‐minded negotiation skills can help supervisors and employees to create integrative solutions to shopfloor conflicts.
TEACHERS' CONFLICT MANAGEMENT STYLES WITH PEERS AND STUDENTS' PARENTS
Authors: Cornille Thomas A. , Pestle Ruth E. , Vanwy Robin W.
Published: February 2008

This study examines the conflict management styles that elementary school teachers use with their peers and with their students' parents. Elementary school teachers (N = 156) provided responses anonymously to Rahim Organizational Conflict Inventory II and demographic questions. Teachers' conflict management styles were different in all five styles of conflict management from those a normative group of the business managers. No differences were found between responses of teachers in urban and nonurban schools. Teachers in urban schools reported being more likely to use dominating styles with their students' parents than with their peers. Based on these findings, the authors suggest continuing education for teachers to learn intentional ways of dealing with conflicts, both with peers and with students' parents.
COMPETITIVE AND COLLABORATIVE RESPONSES TO NEGATIVE FEEDBACK
Authors: Rudawsky Donald J. , Lundgren David C. , Grasha Anthony F.
Published: February 2008

This study examined the impact of interpersonal and intrapersonal factors upon the use of competitive and collaborative conflict resolution strategies in response to negative feedback Male and female college students were asked to recall instances of interpersonal conflicts where they received negative feedback from peers. Different factors predicted competition and collaboration. Greater negative affect led to more competition, while feedback on more important topics within closer relationships led to more collaboration. Gender had indirect effects on both of these assertive strategies, with women being more likely to both compete and collaborate. Several implications for further research are discussed.
CURTAILING DECEPTION: THE IMPACT OF DIRECT QUESTIONS ON LIES AND OMISSIONS
Authors: Schweitzer Maurice E. , Croson Rachel
Published: February 2008

This paper investigates the use of deception in two negotiation studies. Study 1 (N = 80) demonstrates that direct questions and solidarity curtail deception. Study 2 (N = 74 dyads) demonstrates that direct questions are particularly effective in curtailing lies of omission, but may actually increase the incidence of lies of commission. These findings highlight the importance of misrepresentation to the negotiation process and suggest approaches for contending with deception.
THE INFORMATION DILEMMA IN NEGOTIATIONS: EFFECTS OF EXPERIENCE, INCENTIVES, AND INTEGRATIVE POTENTIAL
Authors: Murnighan J. Keith , Babcock Linda , Thompson Leigh , Pillutla Madan
Published: February 2008

This paper investigates the information dilemma in negotiations: if negotiators reveal information about their priorities and preferences, more efficient agreements may be reached but the shared information may be used strategically by the other negotiator, to the revealers' disadvantage. We present a theoretical model that focuses on the characteristics of the negotiators, the structure of the negotiation, and the available incentives; it predicts that experienced negotiators will out‐perform naive negotiators on distributive (competitive) tasks, especially when they have information about their counterpart's preferences and the incentives are high—unless the task is primarily integrative, in which case information will contribute to the negotiators maximizing joint gain. Two experiments (one small, one large) showed that the revelation of one's preferences was costly and that experienced negotialors outperformed their naive counterparts by a wide margin, particularly when the task and issues were distributive and incentives were large. Our results help to identify the underlying dynamics of the information dilemma and lead to a discussion of the connections between information and social dilemmas and the potential for avoiding inefficiencies.
NEGOTIATION PROCESSES AND OUTCOMES IN PROSOCIALLY AND EGOISTICALLY MOTIVATED GROUPS
Authors: Beersma Bianca , De Dreu Carsten K.W.
Published: February 2008

This experiment examined the effects of motivational orientation (prosocial versus egoistic) on interpersonal trust, negotiation behavior, amount of impasses, and joint outcomes in three‐person negotiations. Students participated in a joint venture negotiation, in which motivational orientation was manipulated by allocating individual incentives (egoistic motive) vs. team incentives (prosocial motive). Results indicated that prosocially motivated negotiators achieved more integrative agreements and fewer impasses, and reported higher trust, more problem solving, and less contending behavior than egoistically motivated negotiators. Hierarchical regression suggested that the finding that prosocial groups achieved higher joint outcomes can be explained by higher levels of trust, more problem solving behavior, and less contending behavior in prosocial groups.
WHEN WILL GRIEVANTS DESIRE VOICE?: A TEST OF SITUATIONAL, MOTIVATIONAL, AND ATTRIBUTIONAL EXPLANATIONS
Authors: Barry Bruce , Shapiro Debra L.
Published: February 2008

Justice research has established that voice enhances procedural justice—a phenomenon known as the ‘voice effect’—through both instrumental and non‐instrumental mechanisms. However, limited research attention has been devoted to the underlying motivational bases for the operation of one or the other explanatory mechanism in a given situation. We report the findings of two laboratory studies examining situational, motivational, and attributional underpinnings for the voice effect. We found that motivation to voice varied with characteristics of the authority to whom a grievance is directed. In both studies, an interaction revealed that non‐instrumental motivation for voice is more important when instrumental motivation is lacking or unavailable. In Study 2, we introduce the role of social attributions into research on the voice effect, finding that grievants' judgments about their objectives in using voice vary with the attributions they make about the motives behind the authority's actions. We discuss implications of our findings for both theory and practice.
INTERDEPARTMENTAL NEGOTIATION BEHAVIOR IN MANUFACTURING ORGANIZATIONS
Authors: Nauta Aukje , Sanders Karin
Published: February 2008

The goal of this study was to examine individual, relational, and organizational determinants of negotiation behavior (problem solving, contending, yielding, and avoiding) between planning and marketing departments in manufacturing organizations. Results from a study among 41 managers and 85 planning and marketing employees within 11 firms showed that individual personality, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desirable negotiation behavior—specifically, the problem‐solving approach—was more likely when individuals were extraverted and agreeable, when employees perceived high interdepartmental interdependence, and when organizations did not have a low‐cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when department members perceived a power advantage vis‐à‐vis the other department. All four styles of negotiation behavior were more likely the less the organizations had a low‐cost strategy. These findings provide guidance to organizations in their efforts to encourage constructive negotiation behavior between departments.
THE IMPACT OF COMMUNICATION MEDIA ON NEGOTIATION OUTCOMES
Authors: Purdy Jill M. , Nye Pete , Balakrishnan P.V. (Sundar)
Published: February 2008

Our need to understand the impact of communication media on negotiation is growing as technological advances offer negotiators more communication options. As access to technologies such as computer chat and videoconferencing increases, negotiators are choosing to use or to avoid these media without knowing the impact of their choices on negotiations. This research assesses objective and subjective negotiation outcomes, such as profit and outcome satisfaction, across four communication media with varying levels of media richness (face‐to‐face, videoconference, telephone, and computer‐mediated communication). A conceptual framework is offered to illustrate how media richness impacts objective and subjective outcomes. Results suggest that media richness affects required bargaining time, outcome satisfaction and the desire for future negotiation interaction. Thus, the communication media for negotiations should be chosen with care.
A BEHAVIORAL THEORY OF ARBITRATOR ACCEPTABILITY
Authors: Posthuma Richard A. , Dworkin James B.
Published: February 2008

Much of the prior literature on arbitrator acceptability is focused primarily on demographic characteristics of arbitrators and parties. This article draws from several behavioral theories to build a single conceptual model of arbitrator acceptability. Key concepts from the theory of planned behavior, control theory, organizational justice theories, and the decision making literature are integrated into a single framework that enhances our understanding of this topic and provides useful directions for future research.
FOSTERING RIPENESS IN SEEMINGLY INTRACTABLE CONFLICT: AN EXPERIMENTAL STUDY
Authors: Coleman Peter T.
Published: February 2008

Disputant “ripeness” is a state and a process of critical importance to the resolution of seemingly intractable conflict. Fostering ripeness is often a primary goal of those who attempt to intervene. This study presents a typology of interventions for promoting ripeness in highly escalated, protracted conflicts, and investigates the distinct effects of four different types of intervention strategies on the commitment of disputants to make peace. The model defines a state of ripeness at the individual psychological level as a high level of commitment by a party to change the direction of the normative escalatory processes of the relations towards deescalation. Lewin's “drive” and “resistance” change‐force strategies are combined with “process” and “outcome” oriented interventions to yield the four strategies. Results indicated that process‐oriented interventions targeted at removing resistance obstacles to peace were more effective at fostering ripeness than outcome‐oriented interventions aimed at driving constructive change. The implications of the findings are discussed.
MEDIATOR INSIGHT: DISPUTANTS' PERCEPTIONS OF THIRD PARTIES' KNOWLEDGE AND ITS EFFECT ON MEDIATED NEGOTIATION
Authors: Arnold Josh A.
Published: February 2008

This study examined the influence of mediator insight on disputants' perceptions and behaviors in negotiation. Participants played the role of student employee representatives and bargained with student management representatives over a number of issues. During the course of the negotiation, a mediator made recommendations as to how the conflict should be resolved. The experiment varied (1) the amount of information disputants believed mediators possessed about their interests and needs and (2) mediator recommendations (e.g., integrative, compromise, non/ integrative). The results indicated that perceived insight (i.e., the level of information about the conflict) had strong effects on disputants' perceptions of mediator credibility. Perceptions of mediator credibility, in turn, were found to influence disputants' general perceptions of the mediator (e.g., acceptability, confidence, satisfaction) and perceptions of the mediator's recommendations.
MAXIMIZING THE BENEFITS OF TASK CONFLICT: THE ROLE OF CONFLICT MANAGEMENT
Authors: DeChurch Leslie A. , Marks Michelle A.
Published: February 2008

Intragroup conflict research has shown that task conflict can improve group outcomes, but it has not addressed how groups ensure that the positive aspects of task conflict are realized. This study examines the influence of group conflict management on group effectiveness, as well as the moderating role of group conflict management on task conflict—group outcome relationships. Results of a field survey of 96 business school project groups indicated that the use of agreeable conflict management in response to task conflict was associated with greater group satisfaction. Results examining group conflict management as a moderator showed that the relationship between task conflict and group performance was positive when conflict was actively managed and negative when it was passively managed. Similarly, task conflict improved group satisfaction when managed with agreeable behavior, and harmed satisfaction when neutral or disagreeable behaviors were used. Results from this work provide an important first look at how group conflict management behaviors directly impact group outcomes and affect task conflict—group outcome relationships.