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PurposeThis introduction aims to summarize five studies included in this themed issue that focus on conflict management and performance outcomes. These studies highlight how conflict management research can help organizations perform more effectively.Design/methodology/approachThe five selected studies were combined into this single issue so that readers can compare and contrast scholarships from many countries and cultures, including Brazil, Canada, Indonesia, The Netherlands, Norway, and Taiwan to see how conflict management research relates to actual performance outcomes around the world.FindingsThese studies show that negotiations conducted by two‐person dyads resulted in higher outcomes when compared to negotiations conducted by multi‐person groups. In addition, when negotiators consider more than one issue at a time and use a constructive problem solving approach, they can reach better outcomes. In addition, higher self‐efficacy of the negotiator can increase objective negotiation outcomes, but only to a point beyond which more self‐efficacy can have a negative effect. One dimension of employee work performance, innovation, is shown to have several interesting relationships with other variables. Two studies found that innovative work behaviors had a positive relationship to workplace conflict. One study showed that task conflict seemed to relate to increased innovative work behaviors. Another study found a positive relationship between a broader measure of innovative work behaviors and conflicted with workers. The positive relationship between task conflict and innovative behaviors seemed to increase when there was more support for innovation. In addition, the positive relationship between innovative behavior and conflict with coworkers seem to decrease when there was more distributive justice in workplace rewards. These studies also showed significant relationships between conflict management and subjective outcomes, such as subjective perceptions of negotiations, job satisfaction, turnover intentions, and relationships between coworkers.Research limitations/implicationsThese studies outline ways for organizations to design conflict management principles both to increase the objective outcomes of negotiations and to induce their employees to be more innovative at work.Originality/valueAll five studies used original data not reported elsewhere and gathered in various countries that have not been reported in prior studies.

Effectively resolving conflict prevents violence, reduces incidents, improves productivity, and contributes to the overall health of an organization. Unlike the traditionally reactive law enforcement approach to resolving conflict, Conflict Management for Security Professionals provides a proven, reliable, business-focused approach that teaches security personnel to diffuse situations before they escalate when dealing with uncooperative, dangerous, or violent individuals. Covering everything from policies and procedures to security tactics and business impact, Conflict Management for Security Professionals uniquely addresses conflict resolution from a security perspective for managers, policy makers, security officials, or anyone else who interacts with people every day. This book helps organizations create and maintain safe environments without interfering with their ability to remain profitable, competitive, and relevant. Comprehensive and systematic conflict management and resolution program geared specifically for the needs of security managers, supervisors, and officers. Incorporates classroom and field-tested conflict resolution concepts, models, and approaches. Addresses everything from policies and programs to tactics for a wide variety of stakeholders in any private or public organization

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.

The end of colonialism and the decline of Cold War bipolarity mean that the United States and the Soviet Union must find new ways of relating to a Third World that is growing increasingly influential and is seeking ways to be master of its own destinies. Over the past decade and more, there has been a marked growth in regional organizations within the Third World designed to deal with the related problems of solving internal disputes and reducing the role of outside powers in regional affairs. These organizations have mixed records, and some could pose threats to broader global interests, including those of the United States and the USSR. Nonetheless, the trend toward regionalization is pervasive, and in many cases regional groupings can deal with problems that the superpowers no longer can or want to handle. Moscow and Washington must judge each case on its own merits, but their general approach should be to let regional groupings carry as much of the burden as possible.

Presents students with an overview of the main theories of conflict management and conflict resolution. This title equips them to respond to the complex phenomena of international conflict.

"Conflict Management of Territorial Disputes" published on by Oxford University Press.