close

purchase in international coperation

 acquisition in multinational coperation Essay

The current issue and full text archive of the journal can be bought at www.emeraldinsight.com/1044-4068.htm

IJCMA

21, 2

A re-evaluation of conflict theory

for the management of multiple,

simultaneous conflict shows

186

Received 7 May 2008

Acknowledged 25 Might 2009

David Speakman

IESEG School of Management, Catholic University of Lille, Lille, France, and

Lynette Ryals

Cranfield University of Management, Cranfield College or university, Cranfield, UK Abstract

Purpose – This kind of conceptual paper aims to bring up recent complexness and organizational psychology literature to examine conflict episodes, going through the limitations with the predominant study paradigm that treats conflict episodes because occurring in succession, one after another, continually, as under the radar isolated occurrences. Design/methodology/approach – The daily news addresses a long-standing a significant conflict managing research, which is that the main typology of conflict can be confusing. The complexity point of view challenges the basic paradigm, containing dominated study in the conflict field, by which conflict attacks occur in sequence and in isolation, with managers using one predominant form of conflict resolution behavior.

Findings – The findings happen to be two-fold: first, the behavioral strategies used in the administration of these conflicts will be remarkably complex and will also be determined by a number of influencing factors; and second, this techniques theory past the two dimensional duel concern perspective, for the reason that the flexible manager dealing with these multiple, simultaneous conflicts will also need to consider the possible effects of their selected strategy together with the changing micro environment by which they operate.

Originality/value – This conventional paper adds worth to the field of conflict theory simply by moving further than two dimensions and exploring a continuous contingency perspective for conflict management inside the organization. It argues that multiple conflict episodes can occur simultaneously, necessitating managers to work with differing actions for successful conflict managing. Keywords Conflict management, Conflict resolution, Company conflict, Individual behaviour, Interpersonal relations

Conventional paper type Conceptual paper

Intercontinental Journal of Conflict

Management

Vol. twenty-one No . 2, 2010

pp. 186-201

q Emerald Group Publishing Limited

1044-4068

DOI 10. 1108/10444061011037404

Introduction

It is currently over 4 decades since John Pondy (1967) wrote his seminal article on conflict within the organization and its management and almost two decades since his reflections in the earlier work were posted (Pondy, 1989)[1]. In 1967 Pondy established the fact that was for two many years the generally acknowledged paradigm of conflict: that conflict shows occur since temporary interruptions to the normally cooperative relationships which make the organization (Pondy, 1967). In the subsequent reflections on his before work and this of others, Pondy proposed that conflict is usually an inherent characteristic of company life, rather than an occasional breakdown of assistance (Pondy, 1989). This substantially challenged the prior paradigm. Certainly, Pondy (1989) even advised that exploration into the trend of cooperation within the organization could be beneficial in rendering further regarding conflict in the organization, suggesting that it was co-operation, not

conflict, which was the anomalous condition requiring analysis. Yet, for almost two decades, Pondy's conceptualization of conflict as a natural point out for the organization has remained generally unexplored in spite of the emergence of your complexity point of view which explores multiple elements of the conflict situation or perhaps cooperative express. One conceivable reason why Pondy's challenge will not be answered is the fact some misunderstandings has developed over the conditions and typologies used for the classification of conflict symptoms. Consequently, arguments about conflict structure or perhaps composition possess tended to dominate the research agenda. The potential for confusion as a result of these numerous conflict classifications...

References: Amason, A. and Sapienza, L. (1997), " The effects of top management crew size and interaction

best practice rules on cognitive and affective conflict”, Diary of Supervision, Vol

Amason, A. C. (1996), " Distinguishing the consequences of functional and dysfunctional conflict on

strategic decision making: resolving a paradoxon for top managing teams”, Academy of

Bodtker, A. Meters. and Jameson, J. K. (2001), " Emotion in conflict formation and its alteration:

application to organizational conflict management”, Foreign Journal of Conflict

Liverpool, K. M., Stringfellow, A. and Weitz, B. A. (2004), " Managing conflict to improve the

effectiveness of retail networks”, Journal of Retailing, Volume

Cheng, C. (1995), " Multi-level gender conflict evaluation and company change”, Diary of

Organizational Change Administration, Vol

Para Dreu, C. K. W. (1997), " Productive conflict: the importance of conflict supervision and conflict

issue”, in De Dreu, C. E. M

Euwema, M. C., Van para Vliert, E. and Bakker, A. B. (2003), " Substantive and relational

success of organizational conflict behavior”, International Record of Conflict

Ford, N. M., Walker, O. C. Jr and Churchill, G. A. (1975), " Requirement specific measures of the

intersender conflict and role halving experienced by salesmen”, Log of Business

Jameson, T. K. (1999), " Toward a comprehensive model for the assessment and management of

intraorganizational conflict: developing the framework”, International Journal of Conflict

Janssen, O., Vehicle de Vliert, E. and Veenstra, C. (1999), " How process and person conflict condition the

position of positive interdependence a manager teams”, Journal of Managing, Vol

Jehn, K. A. (1995), " A multi-method examination of the benefits and detriments of intragroup

conflict”, Administrative Science Quarterly, Vol

Jehn, E. A. (1997), " A qualitative evaluation of conflict types and dimensions in organizational

groups”, Administrative Science Quarterly, Vol

Jehn, K. A. and Chatman, T. A. (2000), " The influence of proportional and perceptual conflict

composition upon team performance”, International Diary of Conflict Management, Vol

Lewicki, L., Saunders, M., Barry, M. and Minton, J. (2003), Essentials of Negotiation, 3 rd ed.,

McGraw Hill, Singapore.

Medina, J. M., Aureo, M. A., de Cisneros, I. Farreneheit. J., Arevalo, A. and Munduate, L. (2004), " Behavioral

sequences in the efficiency of conflict management”, Mindset in Spain, Volume

Munduate, T., Ganaza, M., Peiro, T. M. and Euwema, M. (1999), " Patterns of styles in conflict

administration and effectiveness”, International Record of Conflict Management, Volume

Nicotera, A. M. (1993), " Over and above two sizes: a grounded theory type of conflict-handling

behavior”, Management Communication Quarterly, Volume

Olekalns, M., Smith, G. L. and Walsh, To. (1996), " The process of settling: strategy and timing

since predictors of outcomes”, Company Behavior and Human Decision Processes,

Pinkley, R. D. and Northcraft, G. W. (1994), " Conflict structures of guide: implications for dispute

procedures and outcomes”, Academy of Management Log, Vol

Pondy, L. R. (1966), " A devices theory of organizational conflict”, Academy of Management

Log, Vol

Pondy, L. Ur. (1967), " Organizational conflict: concepts and models”, Management Science

Quarterly, Vol

Pondy, L. L. (1989), " Reflections on organizational conflict”, Journal of Organizational Alter

Management, Vol

Pondy, D. R. (1992a), " Historical perspectives and contemporary updates”, Journal of

Organizational Behavior, Vol

Pondy, L. Ur. (1992b), " Reflections on organizational conflict”, Journal of Organizational Tendencies,

Vol

Priem, R. M. and Price, K. H. (1991), " Process and outcome expectations for the dialectical request,

devil's care, and consensus techniques of strategic decision making”, Group &

Putnem, L. and Poole, M. S. (1987), " Conflict and negotiation”, in Jablin, F. M., Putnam, L. L.,

Roberts, K. They would

Reid, G. A., Pullins, E. B., Plank, 3rd there�s r. E. and Buehrer, 3rd there�s r. E. (2004), " Testing buyers' perceptions of

conflict in business-to-business sales interactions”, The Diary of Business & Commercial

Saavedra, 3rd there�s r., Earley, S. C. and Van Dyne, L. (1993), " Complex interdependence in task-performing

groups”, Journal of Applied Mindset, Vol

Sessa, V. (1996), " Using perspective currently taking to manage conflict and influence in teams”, The Record

of Applied Behavioral Research, Vol

Schwenk, C. L. (1990), " Effects of devil's advocacy and dialectical inquiry on decision making: a

meta-analysis”, Organizational Tendencies and Human Decision Processes, Vol

Sheppard, B. They would. (1992), " Conflict study as Schizophrenia: the many encounters of company

conflict”, Record of Organizational Behavior, Vol

Schulz-Hardt, S i9000., Jochims, M. and Frey, D. (2002), " Effective conflict in group making decisions:

genuine and contrived refuse as ways to counteract biased information seeking”,

Simons, Capital t. L. and Peterson, Ur. S. (2000), " Job conflict and relationship conflict in best

management groups: the crucial role of intragroup trust”, Journal of Applied Mindset,

Sternberg, L. J. and Soriano, D. J. (1984), " Types of conflict resolution”, Journal of Personality and

 Does modern technology make your life more convenient Article

Does modern technology make your life more convenient Article

Does modern technology make life more convenient, or perhaps was your life better the moment technology was simpler? Technology today provides definitely made life much easier and better. As we glance…...

Read
 My best friend Composition

My best friend Composition

п»їMy best friend In our lives we come across a large number of people. Quite a few remain confidential, some could possibly be acquaintances and a few become our…...

Read