The chapter provides a nuanced portrait of the antecedents to and consequences of the transformation of conflict management within one organization. It contributes to the existing body of research exploring the 30-year rise of alternative dispute resolution and CMSs in a growing proportion of firms in the United States. The use of an in-depth case-study method to examine this CMS experience offers a number of important insights, particularly regarding different stakeholder motivations and outcomes.
The author wishes to thank Ryan Lamare and David Lipsky for their very helpful input and feedback. Thanks also to WonJoon Chung for his terrific research assistance. Last but not least, sincere thanks to “Ohio Medical’s” employees, union leaders, and administration, and to their extremely dedicated ombudsman. A portion of this chapter appeared previously in Avgar (2011).
Avgar, A. (2016), "Treating Conflict: The Adoption of a Conflict Management system in a Hospital Setting", Managing and Resolving Workplace Conflict (Advances in Industrial & Labor Relations, Vol. 22), Emerald Group Publishing Limited, pp. 211-246. https://doi.org/10.1108/S0742-618620160000022009Download as .RIS
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