International Journal of Conflict Management: Volume 22 Issue 3

Conflict management in the Middle East

Richard A. Posthuma

This introduction aims to summarize five studies in this special issue on conflict management in the Middle East. These studies highlight how conflict management research relates…

The “Great Satan” talks with the “Evil”: A cross cultural analysis of the American‐Iranian communication/negotiation styles

Hamid Yeganeh

This article aims to analyze the Iranian and American national cultures and to discuss the implications of cultural differences for communication/negotiation styles.

Attitudes towards questionable negotiation tactics in Turkey

Ahmet Erkuş, Moshe Banai

The purpose of this paper is to examine the impact of individualism‐collectivism, trust, and ethical ideology on ethically questionable negotiation tactics, such as pretending…

Management style as a mediator of the power distance‐influence tactics relationship

Meni Koslowsky, Hadar Baharav, Joseph Schwarzwald

The paper aims to examine whether power distance and management style predict social power choice and whether management style also acts as a mediator in a model linking all three…

Conflict in strategic decision making: do the setting and environment matter?

Said Elbanna, Abbas J. Ali, Mumin Dayan

There are two goals of this study. First, it seeks to offer a cultural perspective with regard to the aspects of conflict in strategic decision making in Egypt. Second, it aims to…

Good organizational soldiers: conflict‐related stress predicts citizenship behavior

Charlotte M. Karam

The purpose of this study is to examine employee behavior in times of conflict. The author seeks to examine the relationship between employee conflict‐related stress and…