Suchergebnisse

This special issue of the International Journal of Conflict Management is devoted to teaching materials for classes on negotiation and dispute resolution. We decided to devote an issue to teaching materials for two reasons. On the supply side, there are very few outlets for good teaching materials. Except for those connected to major case publishing outlets such as the Program on Negotiation (PON) at Harvard or the Dispute Resolution Center (DRC) at Kellogg, most people who develop new cases and simulations have no way to let the wider scholarly community know about their materials. On the demand side, there is always a need for innovation and change in teaching. Indeed, it is probably safe to assume that people would not be developing new materials if they found exactly what they needed in established sources. While PON, the DRC, and the major books on negotiation (e.g., Lewicki, Saunders, Minton, & Barry, 2003; Thompson, 2000; Currall, Geddes, Schmidt, & Hockner, 1993; Murnighan, 1993) are all extremely good, these sources can not meet everyone's teaching needs. This special issue includes seven papers that offer new ideas for cases and exercises. We hope that these will enliven and enrich your classroom experiences.

This article contains two brief cases about health‐care disputes, designed for executive education audiences who work in health care. One case is a dispute between a doctor and a hospital administrator over authority to control nursing assignments. The other case is about doctors competing for access to operating room space. These cases are used to discuss underlying causes of the disputes and participants' strategies for managing these disputes. The teaching note focuses on using the power, rights, and interests model from Ury, Brett, and Goldberg (1988) as a way to organize the discussion.

In this article, we proffer new theoretical ideas regarding how the structural features of e-mail make it more likely that disputes escalate when people communicate electronically compared to when they communicate face-to-face or via the telephone. Building upon Rubin et al.'s (1994) conflict escalation model, we propose a new conceptual framework that articulates: (i) the structural properties of e-mail communication; (ii) the impact of these properties on conflict process effects; and (iii) how process effects, in turn, trigger conflict escalation. Propositions specify the nature of relationships among process effects and the components of conflict escalation. We also discuss how the extent of familiarity between individuals acts as a moderator of these relationships. Our conceptual framework, the dispute-exacerbating model of e-mail (DEME), is designed to be a foundation for future empirical research.

This study investigates the impact of conflict style as a coping strategy in response to role conflict. Recent research has begun to examine workplace uncertainty as a mediator in the role stress process. Using this overall framework, we developed and tested hypotheses regarding the effect of conflict style activeness on the link between role conflict and uncertainty. Results supported the mediating role of uncertainty in the role stress process, thus replicating previous research. Additionally, the results showed that exhibiting a more active approach to conflict management decreased the negative impact of role conflict on uncertainty. These findings suggest that individuals may be able to reduce the negative individual impact of role conflict in their environment by adopting positive behavioral styles while avoiding negative ones.