Suchergebnisse

PurposeThe five studies included in this special issue focus on emotions and conflict management. These studies highlight how conflict management research can help managers, employees, and organizations more effectively manage the emotional aspects of conflict. This paper aims to summarize these studies.Design/methodology/approachFive studies were selected and combined in this single issue so that researchers could have an integrative review of recent research on emotions in the workplace. The studies were chosen to highlight the relationships between emotions and key conflict variables, such as task, relationship, and process conflict; trust; venting; and forgiveness. The studies were also chosen to represent a broad range of samples, including participants from more than 14 countries and cultures.FindingsThese studies indicate that a broad range of positive and negative emotions, such as anger, enthusiasm, excitement, guilt, and remorse, are significantly related in complex and varied ways to various aspects of conflict management. The studies highlight not only the importance of understanding specific emotions in conflict situations, but also the need to understand how and when the regulation of emotions can facilitate effective conflict management.Research limitations/implicationsThese cutting‐edge studies demonstrate how emotions are a needed and important addition to the field of conflict management research – above and beyond cognitions and behaviors. Such findings highlight the need for additional research on emotions in conflict situations. Although these studies represent many different countries, more research is needed that specifically compares and contrasts the influence of emotions on conflict management across various cultures.Originality/valueThis special issue is the first publication to focus on the influence of conflict management in many different countries and cultures.

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.

Cover -- EDITORIAL ADVISORY BOARD -- Editorial -- Examining the linkages between relationship conflict, performance and turnover intentions -- Exploration of factors leading to successful mediation -- Burning hearts in conflict -- Conflict and creativity in inter-organizational teams -- Psychological contract violation -- Understanding top management team conflict, environmental uncertainty and firm innovativeness

This e-book contains five studies that focus on groups, teams, and conflict management. All of these studies include empirical analyses of data collected using well designed survey or experimental research designs. These studies highlight the international nature of conflict management scholarship by including researchers from six countries (Australia, Netherlands, Saudi Arabia, Spain, Switzerland, and the U.S.) and participants from seven different countries (Austria, Germany, Netherlands, Pakistan, Spain, Switzerland, and the U.S.). These studies also show how the scholarship on conflict man