International Journal of Conflict Management: Volume 12 Issue 3

A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE

M. Afzalur Rahim, David Antonioni, Clement Psenicka

This study tested a structural equations model of the five French and Raven bases of supervisory power (coercive, reward, legitimate, expert, and referent), styles of handling…

CONFLICT AND SHARED IDENTITY IN GEOGRAPHICALLY DISTRIBUTED TEAMS

Mark Mortensen, Pamela J. Hinds

Though geographically distributed teams are rapidly increasing in prevalence, empirical research examining the effect of distance on group process has not kept pace. In a study of…

EFFECTS OF INFLUENCE TACTICS AND SOCIAL CONTEXTS IN CONFLICT: AN EXPERIMENT ON RELATIONSHIPS IN CHINA

Dean Tjosvold, Haifa F. Sun

Maintaining relationships may be difficult in conflict because strong influence attempts can communicate disrespect, especially among Chinese people. The theory of cooperation and…

EMOTION IN CONFLICT FORMATION AND ITS TRANSFORMATION: APPLICATION TO ORGANIZATIONAL CONFLICT MANAGEMENT

Andrea M. Bodtker, Jessica Katz Jameson

A growing body of research suggests that conflict can be beneficial for groups and organizations (e.g., De Dren & Van De Vliert, 1997). This paper articulates the argument that to…