Table of contents - Special Issue: Twenty-five Years of Research in the International Journal of Conflict Management: A Strong Foundation for Discovering Novel Solutions
Why won’t task conflict cooperate? Deciphering stubborn results
Misty L. Loughry, Allen C. Amason– The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support.
Creativity and negotiation research: the integrative potential
Elizabeth Ruth Wilson, Leigh L. ThompsonThe purpose of this article is to outline ways in which the large body of empirical work on creativity can meaningfully inform negotiation. In doing so, two general streams of…
Attractor landscapes and reaction functions in escalation and de-escalation
Dean G. Pruitt, Andrzej NowakThe purpose of this paper is to compare and contrast two formal models of escalation and de-escalation: the attractor landscape model and the S-shaped reaction function model…
High reliability teams: new directions for disaster management and conflict
Karen A. Jehn, Pirathat TechakesariThe aim of this paper is to present a framework that can be used to identify detrimental team processes in high reliability teams (HRTs), such as conflict, asymmetric perceptions…
Gossiping as a response to conflict with the boss: alternative conflict management behavior?
Maria Dijkstra, Bianca Beersma, Jelle van LeeuwenThe current paper aims to argue that it is important for conflict management research to start focusing on leader–follower conflict as a “special case” of conflict because the…
ISSN:
1044-4068Online date, start – end:
1990Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Dr Richard Posthuma