{"title":"Emotion and Deception, Jewish-Arab Community Peace Building, Restorative Justice and Communication, and Anger and Attribution: An Introduction to the Special Issue on Conceptual Reviews","authors":"Michael A. Gross, Wendi L. Adair, Eric J. Neuman","doi":"10.1111/NCMR.12099","DOIUrl":"https://doi.org/10.1111/NCMR.12099","url":null,"abstract":"","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12099","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49560710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Anger expressers and targets often experience anger as an unpleasant and potentially damaging emotion. However, emerging social functional perspectives on workplace anger suggest that anger expressions can promote valued dialogue, facilitating the airing of differences that can lead to improved working relationship and movement toward organizational goals and beneficial change. While supervisors typically express work-related anger with impunity, subordinate anger may be challenged and sanctioned more frequently. Hypotheses tested status (supervisor vs. subordinate) and role (expresser vs. target) effects on perceived outcomes. Findings indicate a significant main effect for status and significant interaction with role such that subordinates who are targets of supervisor anger, reported significantly more negative outcomes from anger expression than any other type of anger interaction. We also found that existing strong relationships between supervisors and subordinates contribute to outcomes that are more favorable following anger expressions at work.
{"title":"When Is Anger Helpful or Hurtful? Status and Role Impact on Anger Expression and Outcomes","authors":"R. Callister, D. Geddes, Donald F. Gibson","doi":"10.1111/NCMR.12090","DOIUrl":"https://doi.org/10.1111/NCMR.12090","url":null,"abstract":"Anger expressers and targets often experience anger as an unpleasant and potentially damaging emotion. However, emerging social functional perspectives on workplace anger suggest that anger expressions can promote valued dialogue, facilitating the airing of differences that can lead to improved working relationship and movement toward organizational goals and beneficial change. While supervisors typically express work-related anger with impunity, subordinate anger may be challenged and sanctioned more frequently. Hypotheses tested status (supervisor vs. subordinate) and role (expresser vs. target) effects on perceived outcomes. Findings indicate a significant main effect for status and significant interaction with role such that subordinates who are targets of supervisor anger, reported significantly more negative outcomes from anger expression than any other type of anger interaction. We also found that existing strong relationships between supervisors and subordinates contribute to outcomes that are more favorable following anger expressions at work.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12090","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48559207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jennifer Whitson, E. Anicich, Cynthia S. Wang, A. Galinsky
A crucial element of navigating group conflict is how group members manage stigma imposed on them by other groups. Across three experiments, we propose that group identification is a cause and consequence of self-labeling with stigmatizing group labels, a practice known to reduce stigma. Experiment 1 found that group identification increased self-labeling with a stigmatizing group label. In Experiment 2, individuals who self-labeled with a stigmatizing group label felt more identified with their group, which reduced the label's perceived negativity; they also persisted longer on an in-group helping task, an effect that was partially mediated by group identification. In Experiment 3, observers perceived self-labelers as more identified with their group and as viewing the label less negatively; perceived group identification mediated the relationship. Group identification is a critical component in reappropriating stigmatizing labels and provides insight into how highly identified members can navigate group conflict by negotiating their group's identity.
{"title":"Navigating Stigma and Group Conflict: Group Identification as a Cause and Consequence of Self‐Labeling","authors":"Jennifer Whitson, E. Anicich, Cynthia S. Wang, A. Galinsky","doi":"10.1111/NCMR.12094","DOIUrl":"https://doi.org/10.1111/NCMR.12094","url":null,"abstract":"A crucial element of navigating group conflict is how group members manage stigma imposed on them by other groups. Across three experiments, we propose that group identification is a cause and consequence of self-labeling with stigmatizing group labels, a practice known to reduce stigma. Experiment 1 found that group identification increased self-labeling with a stigmatizing group label. In Experiment 2, individuals who self-labeled with a stigmatizing group label felt more identified with their group, which reduced the label's perceived negativity; they also persisted longer on an in-group helping task, an effect that was partially mediated by group identification. In Experiment 3, observers perceived self-labelers as more identified with their group and as viewing the label less negatively; perceived group identification mediated the relationship. Group identification is a critical component in reappropriating stigmatizing labels and provides insight into how highly identified members can navigate group conflict by negotiating their group's identity.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12094","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49368756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ana Belén García, Lourdes Munduate, Patricia Elgoibar, Hein Wendt, M. Euwema
Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision‐making. The objectives of this article were to investigate the relation between perceived competences of ERs and their influence on organizational decision‐making in different types of issues, and the mediating effect of ERs’ conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modeling. Results show that perceived competences are positively related to the influence of ERs on decision‐making, both for traditional and for innovative issues. Perceived competence is positively related to cooperative and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.
{"title":"Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making","authors":"Ana Belén García, Lourdes Munduate, Patricia Elgoibar, Hein Wendt, M. Euwema","doi":"10.1111/NCMR.12093","DOIUrl":"https://doi.org/10.1111/NCMR.12093","url":null,"abstract":"Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision‐making. The objectives of this article were to investigate the relation between perceived competences of ERs and their influence on organizational decision‐making in different types of issues, and the mediating effect of ERs’ conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modeling. Results show that perceived competences are positively related to the influence of ERs on decision‐making, both for traditional and for innovative issues. Perceived competence is positively related to cooperative and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12093","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45001565","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article includes four essays in tribute to our colleague, Roy J. Lewicki, recipient of the International Association for Conflict Management 2013 Lifetime Achievement Award. Although he has made many contributions to the conflict and negotiation literature, we focus in particular on our experiences in collaborating with him on his research on leader influence on subordinate discretionary behavior, interpersonal trust, framing in environmental conflicts, and negotiation pedagogy. Each essay describes key lessons we learned from Roy. The end of the article features a closing commentary by Roy.
{"title":"Lessons Learned from Working with Roy J. Lewicki","authors":"Edward C. Tomlinson, B. Polin, B. Gray, B. Barry","doi":"10.1111/NCMR.12091","DOIUrl":"https://doi.org/10.1111/NCMR.12091","url":null,"abstract":"This article includes four essays in tribute to our colleague, Roy J. Lewicki, recipient of the International Association for Conflict Management 2013 Lifetime Achievement Award. Although he has made many contributions to the conflict and negotiation literature, we focus in particular on our experiences in collaborating with him on his research on leader influence on subordinate discretionary behavior, interpersonal trust, framing in environmental conflicts, and negotiation pedagogy. Each essay describes key lessons we learned from Roy. The end of the article features a closing commentary by Roy.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12091","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46826534","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Four former PhD students reflect on the work and legacy of their mentor Evert van de Vliert, emeritus professor at the University of Groningen in the Netherlands, and recipient of the 2005 Lifetime Achievement Award of the International Association for Conflict Management (IACM). We review two major contributions pioneered by Van de Vliert: theory on the cognitive, motivational, and affective underpinnings of interpersonal conflict management in private and professional settings and theory on the climato-economic underpinnings of human cultural institutions and behavioral biases. In addition, we share personal anecdotes from our time as PhD students and collaborators of Evert van de Vliert. Throughout we touch on lessons learned for doing science and mentoring the next generation.
四名前博士生回顾了他们的导师、荷兰格罗宁根大学名誉教授、2005年国际冲突管理协会终身成就奖获得者Evert van de Vliert的工作和遗产。我们回顾了Van de Vliert开创的两个主要贡献：关于私人和职业环境中人际冲突管理的认知、动机和情感基础的理论，以及关于人类文化制度和行为偏见的气候经济基础的理论。此外，我们还分享了我们作为博士生和Evert van de Vliert合作者时的个人轶事。在整个过程中，我们谈到了在做科学和指导下一代方面所学到的经验教训。
{"title":"Conflict and culture across time and space : Work and legacy of Evert van de Vliert","authors":"C. D. Dreu, E. Kluwer, M. Euwema, G. Vegt","doi":"10.1111/NCMR.12092","DOIUrl":"https://doi.org/10.1111/NCMR.12092","url":null,"abstract":"Four former PhD students reflect on the work and legacy of their mentor Evert van de Vliert, emeritus professor at the University of Groningen in the Netherlands, and recipient of the 2005 Lifetime Achievement Award of the International Association for Conflict Management (IACM). We review two major contributions pioneered by Van de Vliert: theory on the cognitive, motivational, and affective underpinnings of interpersonal conflict management in private and professional settings and theory on the climato-economic underpinnings of human cultural institutions and behavioral biases. In addition, we share personal anecdotes from our time as PhD students and collaborators of Evert van de Vliert. Throughout we touch on lessons learned for doing science and mentoring the next generation.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12092","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45887609","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article explores the interpersonal effects of emotions on stereotype formation and initial trust in zero-acquaintance interactions. In three experiments, we demonstrate that perceptions of partner sociability, morality, and competence are significantly influenced by emotional expressions and are important predictors of trust. Specifically, we show that in zero-acquaintance interactions, displays of happiness increase, but displays of anger decrease stereotypes of sociability, morality, and competence. Happiness expressions are also conducive to trust, whereas expressions of anger are detrimental to trust. We further demonstrate that expressions of ambivalence do not affect perceptions of sociability, but decrease perceptions of morality and competence. Overall, expressions of ambivalence have a negative effect on partner trust. Perceptions of morality consistently explain the effect of expressed happiness, anger, and ambivalence on initial trust across the three experiments and different bargaining contexts. Implications for research on emotions and trust in negotiations are discussed.
{"title":"Do I Trust You? Depends on What You Feel: Interpersonal Effects of Emotions on Initial Trust at Zero‐Acquaintance","authors":"Liuba Y. Belkin, Naomi B Rothman","doi":"10.1111/NCMR.12088","DOIUrl":"https://doi.org/10.1111/NCMR.12088","url":null,"abstract":"This article explores the interpersonal effects of emotions on stereotype formation and initial trust in zero-acquaintance interactions. In three experiments, we demonstrate that perceptions of partner sociability, morality, and competence are significantly influenced by emotional expressions and are important predictors of trust. Specifically, we show that in zero-acquaintance interactions, displays of happiness increase, but displays of anger decrease stereotypes of sociability, morality, and competence. Happiness expressions are also conducive to trust, whereas expressions of anger are detrimental to trust. We further demonstrate that expressions of ambivalence do not affect perceptions of sociability, but decrease perceptions of morality and competence. Overall, expressions of ambivalence have a negative effect on partner trust. Perceptions of morality consistently explain the effect of expressed happiness, anger, and ambivalence on initial trust across the three experiments and different bargaining contexts. Implications for research on emotions and trust in negotiations are discussed.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12088","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41979766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Group faultline literature suggests that subgroups impede group functioning. We propose that team conflict may buffer the detrimental effects of faultlines on group performance. We draw on social categorization and group process theories suggesting that the negative effects of fault-lines are due to increased competition and decreased communication across subgroups and can be diminished with cross-subgroup information exchange and elaboration. We propose that intragroup conflict in small groups will decrease negative effects of demographic faultlines because detecting conflict and engaging in conflict management require cross-subgroup communication and information elaboration. In Study 1, using student groups we found that relationship, task, and process conflict buffered the negative effect of demographic faultline strength on group performance. In Study 2, we manipulated conflict and group faultlines (ethnic faultlines vs. no faultlines) and found that group conflict buffered the negative effect of faultlines on group performance. Theoretical contributions and practical implications are discussed.
{"title":"Buffering Against the Detrimental Effects of Demographic Faultlines: The Curious Case of Intragroup Conflict in Small Work Groups","authors":"Wendi L. Adair, L. Liang, Ivona Hideg","doi":"10.1111/NCMR.12087","DOIUrl":"https://doi.org/10.1111/NCMR.12087","url":null,"abstract":"Group faultline literature suggests that subgroups impede group functioning. We propose that team conflict may buffer the detrimental effects of faultlines on group performance. We draw on social categorization and group process theories suggesting that the negative effects of fault-lines are due to increased competition and decreased communication across subgroups and can be diminished with cross-subgroup information exchange and elaboration. We propose that intragroup conflict in small groups will decrease negative effects of demographic faultlines because detecting conflict and engaging in conflict management require cross-subgroup communication and information elaboration. In Study 1, using student groups we found that relationship, task, and process conflict buffered the negative effect of demographic faultline strength on group performance. In Study 2, we manipulated conflict and group faultlines (ethnic faultlines vs. no faultlines) and found that group conflict buffered the negative effect of faultlines on group performance. Theoretical contributions and practical implications are discussed.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2017-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12087","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46420663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Wendi L. Adair, Kristin Behfar, Mara Olekalns, Debra L. Shapiro
In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas of Jeanne's research: (a) getting disputes resolved (Debra Shapiro); (b) negotiating globally (Wendi Adair); (c) illuminating the shadow box of negotiation process (Mara Olekalns); and (d) managing team processes (Kristin Behfar). Together we identify common themes across these areas of Jeanne's research and invite Jeanne to reflect on future research opportunities and impart her words of wisdom to doctoral students and young scholars.
{"title":"Celebrating the Work of Jeanne M. Brett: Building Bridges and Making Connections","authors":"Wendi L. Adair, Kristin Behfar, Mara Olekalns, Debra L. Shapiro","doi":"10.1111/NCMR.12082","DOIUrl":"https://doi.org/10.1111/NCMR.12082","url":null,"abstract":"In this tribute to the 2009 recipient of the International Association for Conflict Management Lifetime Achievement Award Winner, we celebrate the work of Jeanne M. Brett. Each of us highlights a few unique contributions from four areas of Jeanne's research: (a) getting disputes resolved (Debra Shapiro); (b) negotiating globally (Wendi Adair); (c) illuminating the shadow box of negotiation process (Mara Olekalns); and (d) managing team processes (Kristin Behfar). Together we identify common themes across these areas of Jeanne's research and invite Jeanne to reflect on future research opportunities and impart her words of wisdom to doctoral students and young scholars.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12082","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"63476582","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This special issue of Negotiation and Conflict Management Research celebrates the scholarship and intellectual contributions of four recipients of the Lifetime Achievement Award from the International Association for Conflict Management (IACM). The IACM Lifetime Achievement Award recognizes important contributions over the span of a career, particularly to those colleagues who have spanned disciplinary boundaries in their scholarship. Each article in this special issue highlights the scholarly impact of a recipient, offers insights for building an academic career, and identifies directions for future research in negotiation and conflict management.
{"title":"Legacies of Scholars, Scholarship, and Praxis from the International Association for Conflict Management: Celebrating a Lifetime of Achievements","authors":"Michael A. Gross","doi":"10.1111/NCMR.12079","DOIUrl":"https://doi.org/10.1111/NCMR.12079","url":null,"abstract":"This special issue of Negotiation and Conflict Management Research celebrates the scholarship and intellectual contributions of four recipients of the Lifetime Achievement Award from the International Association for Conflict Management (IACM). The IACM Lifetime Achievement Award recognizes important contributions over the span of a career, particularly to those colleagues who have spanned disciplinary boundaries in their scholarship. Each article in this special issue highlights the scholarly impact of a recipient, offers insights for building an academic career, and identifies directions for future research in negotiation and conflict management.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12079","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"63476445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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