International Journal of Conflict Management: Volume 13 Issue 3

TOWARD A THEORY OF MANAGING ORGANIZATIONAL CONFLICT

M. Afzalur Rahim

The management of organizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal, intragroup, and intergroup levels…

CONFLICT STYLE AND COPING WITH ROLE CONFLICT: AN EXTENSION OF THE UNCERTAINTY MODEL OF WORK STRESS

Simon T. Tidd, Raymond A. Friedman

This study investigates the impact of conflict style as a coping strategy in response to role conflict. Recent research has begun to examine workplace uncertainty as a mediator in…

SEEING AND BELIEVING: VISUAL ACCESS AND THE STRATEGIC USE OF DECEPTION

Maurice E. Schweitzer, Susan E. Brodt, Rachel T.A. Croson

While prior work has focused on the importance of visual access and visual cues to targets of deception, this article highlights its importance to deceivers. We introduce a new…

CONDITIONS UNDER WHICH RELATIONAL COMMITMENT LEADS TO EXPRESSING OR WITHHOLDING RELATIONAL COMPLAINTS

Michael E. Roloff, Denise H. Solomon

Although relational commitment increases the likelihood that intimates will confront each other about relational problems, commitment may promote decisions to withhold complaints…

THE INFLUENCE OF ACCOUNTS ON PERCEIVED SOCIAL LOAFING IN WORK TEAMS

Jasmine Tata

This study used a critical incidents methodology to examine the influence of accounts on perceived social loafing and evaluations of team member, and to investigate the face…