{"title":"Managerial and Employee Conflict Communication in Papua New Guinea: Application of the Culture‐Based Social Ecological Conflict Model","authors":"P. Tommy, J. Oetzel","doi":"10.1111/NCMR.12137","DOIUrl":"https://doi.org/10.1111/NCMR.12137","url":null,"abstract":"","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12137","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44132482","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}
{"title":"The Role of Experts and Scholars in Community Conflict Resolution: A Comparative Analysis of Two Cases in China","authors":"Lihua Yang","doi":"10.1111/NCMR.12134","DOIUrl":"https://doi.org/10.1111/NCMR.12134","url":null,"abstract":"","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12134","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41296013","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}
Emerging evidence suggests that competitiveness and empathy explain men's greater willingness to use unethical tactics in negotiations. We tested whether and how robustly they do with three distinct studies, run with three distinct populations. Simultaneous mediation analyses generally, but not completely, confirmed our expectations. In Study 1, only competitiveness mediated sex differences in unethical negotiation tactics among Chilean business students. Although empathy also explained willingness to use unethical negotiation tactics, the Chilean men and women did not differ in this regard. In Study 2, competitiveness and empathy both mediated sex differences in American business students’ intentions to lie to a client, but competitiveness explained greater variance. In Study 3, both factors explained sex differences in lying to bargaining partners for real stakes by working‐age Americans. Our findings suggest that competitiveness and empathy each explain sex differences in willingness to use unethical tactics, but the former does so more consistently.
{"title":"Explaining Differences in Men and Women's Use of Unethical Tactics in Negotiations","authors":"J. Pierce, Leigh Thompson","doi":"10.1111/NCMR.12135","DOIUrl":"https://doi.org/10.1111/NCMR.12135","url":null,"abstract":"Emerging evidence suggests that competitiveness and empathy explain men's greater willingness to use unethical tactics in negotiations. We tested whether and how robustly they do with three distinct studies, run with three distinct populations. Simultaneous mediation analyses generally, but not completely, confirmed our expectations. In Study 1, only competitiveness mediated sex differences in unethical negotiation tactics among Chilean business students. Although empathy also explained willingness to use unethical negotiation tactics, the Chilean men and women did not differ in this regard. In Study 2, competitiveness and empathy both mediated sex differences in American business students’ intentions to lie to a client, but competitiveness explained greater variance. In Study 3, both factors explained sex differences in lying to bargaining partners for real stakes by working‐age Americans. Our findings suggest that competitiveness and empathy each explain sex differences in willingness to use unethical tactics, but the former does so more consistently.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12135","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47182171","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}
{"title":"Raiffa Transformed the Field of Negotiation–and Me","authors":"M. Bazerman","doi":"10.1111/NCMR.12121","DOIUrl":"https://doi.org/10.1111/NCMR.12121","url":null,"abstract":"","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12121","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47000171","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}
There is general consensus among conflict scholars that cognitive conflict’s impact within the organization is functional, whereas affective conflict’s impact is dysfunctional. Inconsistent findings in the literature suggest that additional factors impact these relationships. In this study, we integrate theories of conflict, affect, and attribution within the domain of decision-making to gain a greater understanding of how and why organizational conflicts are at times positive, negative, or neutral. Specifically, we posit that the conclusions individuals reach as a result of their attributions, and their subsequent emotions and behavioral responses, play a significant role in determining conflict’s effects. We apply theories of team-level emotional convergence to propose how the individual emotional responses of team members may converge into a collective emotional response at the team level. Finally, we propose that the team-level emotional responses initiated by the attribution process are significant moderators of the relationship between conflict type and decision outcomes.
{"title":"Conflict and Decision-Making: Attributional and Emotional Influences","authors":"Kevin J. Hurt, Jennifer L. Welbourne","doi":"10.1111/NCMR.12133","DOIUrl":"https://doi.org/10.1111/NCMR.12133","url":null,"abstract":"There is general consensus among conflict scholars that cognitive conflict’s impact within the organization is functional, whereas affective conflict’s impact is dysfunctional. Inconsistent findings in the literature suggest that additional factors impact these relationships. In this study, we integrate theories of conflict, affect, and attribution within the domain of decision-making to gain a greater understanding of how and why organizational conflicts are at times positive, negative, or neutral. Specifically, we posit that the conclusions individuals reach as a result of their attributions, and their subsequent emotions and behavioral responses, play a significant role in determining conflict’s effects. We apply theories of team-level emotional convergence to propose how the individual emotional responses of team members may converge into a collective emotional response at the team level. Finally, we propose that the team-level emotional responses initiated by the attribution process are significant moderators of the relationship between conflict type and decision outcomes.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12133","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44805777","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}
Xiaolei Zhang, Katalien N. L. Bollen, R. Pei, M. Euwema
Research on third party interventions in conflict has mostly focused on formal interventions by professional mediators or supervisors. Studies on informal and voluntary third party interventions by peers or someone else in a nonhierarchical position are very limited. The aim of this systematic review is to investigate empirical studies on peacemaking to (a) define the concept; (b) search for scales that measure peacemaking; (c) and identify outcomes of peacemaking. In total, our search led to 713 unique hits of which 12 were retained based on the predefined selection criteria. Based on the findings from the reviewed articles, we propose a definition of peacemaking and identify four components of peacemaking: relational, procedural, emotional, and content help. This study contributes to the current conflict management literature by focusing on informal and voluntary helping behavior in the context of conflicts (instead of formal interventions), while linking the literature on organizational citizenship behavior and research on third party interventions in the context of conflict. In practice, peacemakers play a crucial role in solving conflicts constructively and contribute as such to both individual and team functioning.
{"title":"Peacemaking at the Workplace: A Systematic Review","authors":"Xiaolei Zhang, Katalien N. L. Bollen, R. Pei, M. Euwema","doi":"10.1111/NCMR.12128","DOIUrl":"https://doi.org/10.1111/NCMR.12128","url":null,"abstract":"Research on third party interventions in conflict has mostly focused on formal interventions by professional mediators or supervisors. Studies on informal and voluntary third party interventions by peers or someone else in a nonhierarchical position are very limited. The aim of this systematic review is to investigate empirical studies on peacemaking to (a) define the concept; (b) search for scales that measure peacemaking; (c) and identify outcomes of peacemaking. In total, our search led to 713 unique hits of which 12 were retained based on the predefined selection criteria. Based on the findings from the reviewed articles, we propose a definition of peacemaking and identify four components of peacemaking: relational, procedural, emotional, and content help. This study contributes to the current conflict management literature by focusing on informal and voluntary helping behavior in the context of conflicts (instead of formal interventions), while linking the literature on organizational citizenship behavior and research on third party interventions in the context of conflict. In practice, peacemakers play a crucial role in solving conflicts constructively and contribute as such to both individual and team functioning.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12128","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44654557","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}
In this conceptual essay, we review the field of organizational conflict in order to unpack how it has been constructed genealogically and with what consequences by investigating three major shifts in theorization that have occurred over the past six decades. First, a move away from viewing conflict as dysfunctional to viewing it as constructive. Second, a shift from normative prescriptions to descriptions of what disputants do in conflict. Third, a shift from psychological functional analyses to studying conflict as an organizational phenomenon. We find that three distinct and essentially contested conceptions frame studies of conflict at work: conflict as a distinct behavioral phenomenon, conflict as an instrumental means of achieving something else, and conflict as a social construction contingent on how reality is perceived. This conceptual essay adds to current thinking in organizational conflict research by emphasizing how philosophical and political assumptions about conflict can be seen to have framed knowledge production within the field when it is viewed historically.
{"title":"Unpacking the Meaning of Conflict in Organizational Conflict Research","authors":"Elisabeth Naima Mikkelsen, S. Clegg","doi":"10.1111/NCMR.12127","DOIUrl":"https://doi.org/10.1111/NCMR.12127","url":null,"abstract":"In this conceptual essay, we review the field of organizational conflict in order to unpack how it has been constructed genealogically and with what consequences by investigating three major shifts in theorization that have occurred over the past six decades. First, a move away from viewing conflict as dysfunctional to viewing it as constructive. Second, a shift from normative prescriptions to descriptions of what disputants do in conflict. Third, a shift from psychological functional analyses to studying conflict as an organizational phenomenon. We find that three distinct and essentially contested conceptions frame studies of conflict at work: conflict as a distinct behavioral phenomenon, conflict as an instrumental means of achieving something else, and conflict as a social construction contingent on how reality is perceived. This conceptual essay adds to current thinking in organizational conflict research by emphasizing how philosophical and political assumptions about conflict can be seen to have framed knowledge production within the field when it is viewed historically.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12127","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46332863","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}
Hostage and crisis negotiation is well established as a police tool, and there is a growing body of literature that provides academic insight into the phenomenon. Academics have developed a corpus of literature to explain the way negotiators operate/how they can resolve incidents successfully. Whilst research in this area has originated from various countries, and addressed negotiation from a variety of perspectives, there is limited research that has focused specifically on negotiation from an Anglo-centric perspective. This paper presents the findings from a detailed academic examination of negotiator experiences in England, whereby semi-structured interviews were conducted with 15 negotiators from nine forces. Analysis using grounded theory revealed twelve deployment categories, situated within a recurring context involving subjects experiencing personal, emotional or psychological crisis. These categories can be used to enhance our understanding of negotiator deployment in England and are discussed with reference to the implications for negotiator training and practice.
{"title":"From “Sad People on Bridges” to “Kidnap and Extortion”: Understanding the Nature and Situational Characteristics of Hostage and Crisis Negotiator Deployments","authors":"A. Grubb, Sarah D. Brown, P. Hall, E. Bowen","doi":"10.1111/NCMR.12126","DOIUrl":"https://doi.org/10.1111/NCMR.12126","url":null,"abstract":"Hostage and crisis negotiation is well established as a police tool, and there is a growing body of literature that provides academic insight into the phenomenon. Academics have developed a corpus of literature to explain the way negotiators operate/how they can resolve incidents successfully. Whilst research in this area has originated from various countries, and addressed negotiation from a variety of perspectives, there is limited research that has focused specifically on negotiation from an Anglo-centric perspective. This paper presents the findings from a detailed academic examination of negotiator experiences in England, whereby semi-structured interviews were conducted with 15 negotiators from nine forces. Analysis using grounded theory revealed twelve deployment categories, situated within a recurring context involving subjects experiencing personal, emotional or psychological crisis. These categories can be used to enhance our understanding of negotiator deployment in England and are discussed with reference to the implications for negotiator training and practice.","PeriodicalId":45732,"journal":{"name":"Negotiation and Conflict Management Research","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2018-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/NCMR.12126","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43948474","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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