International Journal of Conflict Management: Volume 27 Issue 1

“Mission impossible”: exploring the viability of power-sharing as a conflict-resolution tool in Syria

Emer Groarke

This paper aims to show the viability of consociational power-sharing as a conflict-resolution tool in Syria. It further argues that a subsequent movement from consociational to…

Shared perceptions of supervisor conflict management style: A cross-level moderator of relationship conflict and employee outcomes

Kirsten A. Way, Nerina L Jimmieson, Prashant Bordia

This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of…

Handling conflict at work – the impact of active and agreeable conflict styles

Angela Shin-yih Chen, Yu-hsiang Hou, I-heng Wu

– This paper aims to explore the relationships between emotional intelligence (EI), conflict management styles and job performance in a Chinese cultural context.

The effect of team empowerment on team performance: A cross-cultural perspective on the mediating roles of knowledge sharing and intra-group conflict

Xueting Jiang, Hector R. Flores, Ronrapee Leelawong, Charles C. Manz

Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and…

Parent-adolescent conflict and choice of conflict resolution strategy: Familial holiday planning

Rashmi Singh, J. K. Nayak

The purpose of this paper is to investigate the impact of family communication patterns (FCPs) on adolescents’ choice of conflict resolution strategies during family holiday…

A logic-based model for resolving conflicts

Frieder Lempp

The purpose of this paper is to explore the extent to which formal logic can be applied to conflict analysis and resolution. It is motivated by the idea that conflicts can be…

Conflict Management in International Missions: A Field Guide

Jennifer F. Wood