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Hospitals are complex and complicated organizations and are prone to the conflict. The purpose of this paper is to identify the intensity and type of conflict experienced by hospital managers and explore their conflict management strategies in hospitals affiliated with Tehran University of Medical Sciences.

This quantitative, descriptive and cross-sectional study was conducted in 2015. A self-administered questionnaire was used to collect data from top, middle and front line managers. In total, 563 managers from 14 hospitals responded to the questionnaires. Data were analyzed using SPSS software version 19.

Hospital managers reported average level of conflict (2.73 score out of 5). Organizational factors produced more conflict for managers than personal factors. High workload, resource shortage, bureaucracy and differences in managers’ personality, knowledge, capabilities and skills were the main causes of organizational and personal conflict. Top managers experienced more conflict than middle and front line managers. Conflict was higher in specialized hospitals compared to general hospitals. Less conflict was observed in administrative and support departments than diagnostic and therapeutic departments. Conflict was meaningfully associated with management level, education, size of hospital, number of employees and willingness to leave the hospital. The dominant conflict management style of managers was collaborating. There were significant relationships between collaborating style and management level, manager’s age, work experience and management experience.

The nature of hospitals requires that managers use collaborating, compromising and accommodating styles to interact better with different stakeholders. Managers by acquiring necessary training and using the right conflict resolution strategies should keep the conflict in a constructive level in hospitals.

This is the first study conducted in Iran examining the level of conflict, its types and identifying managers’ dominant conflict resolution strategies at front line, middle and top management levels.

A growing number of studies have become focused on managing conflict more effectively and comprehensively in the construction industry. However, little research has aimed to operationalize all the facets related to the quality of conflict management that are necessary in governing conflict management. The purpose of this article is to propose a new model measuring the quality of conflict management in a construction project context that is not only inclusive but also practical.

To address this research gap, the authors used the measurement theory to investigate a series of studies, and then, developed a scale to operationalize the concept of quality of conflict management in a project context.

The findings show five dimensions to the quality of conflict management: satisfactory resolution outcome, integrated resolution process, conflict prevention, fairness perception, and post-conflict effect.

The research findings contribute to conflict management theory by providing the conceptualization and operationalization of conflict management quality. Practitioners will benefit from this article by understanding effective and efficient ways of managing conflicts in construction projects.

The purpose of this paper is to investigate strategies used by managers when intervening in subordinates' conflicts and the factors affecting choice of strategy in Turkish organizations, where heavy emphasis is placed on intermediaries in managing conflicts.

Data were collected by means of a questionnaire from 392 employees of a convenience sample of 59 organizations, most of which were located in Ankara.

Factor analysis results showed that managers utilize as many as five strategies: mediation, inquisitorial (similar to arbitration), motivational tactics, conflict reduction through restructuring, and educating the parties. The conditions under which these strategies are used were analyzed by regression. Harmony emphasis in the organization led to increased use of mediation. However, harmony emphasis, when coupled with a low degree of delegation of authority to subordinates, resulted in increased use of the inquisitorial strategy. Harmony emphasis, when combined with substantive (as opposed to personal) conflicts and with high impact conflicts led to educating the subordinates. Motivational tactics were used more when the conflict had high impact at the workplace and had escalated or threatened to get out of control.

Readers are cautioned on possible common factor bias; relations between variables may have emerged as a result of the data being reported by the same respondent.

The findings have research implications for future studies and for training of managers for conflict intervention in collectivistic cultures.

This study aims to evaluate impacts of construction professionals (CPs) conflict on performance in the Nigerian construction industry (NCI).

A quantitative method was used for this research. Questionnaires were sent to various CPs in Southwestern part of Nigeria. A total of 150 questionnaires were sent out, while 135 were gotten back from the partakers. The data received from the partakers were computed by applying descriptive and exploratory factor analysis.

In this study, conflict leads to the abandonment of the CPs’ task being rated highest by the participants. This was followed by conflict that results in insufficient communication, generates job pressure, results to frustrations and displeasure among the CPs, helps in early problem identification, causes work damage among professionals, helps in solving professional organization problems, improves productivity of professionals, improves communication among the professionals and so on.

This paper is limited to CPs that are members of professional bodies in Nigeria, and only 135 participants participated. Though, this paper suggests that a mixed-method approach should be utilized in further studies with a wider coverage.

The findings from this paper will increase the understanding of CPs in Nigeria on various impacts of conflict on performance in the construction industry, most specifically the professional bodies. Moreover, this study will increase the knowledge of CPs to always avoid whatever that leads to the abandonment of their tasks. Additionally, this study will benefit the CPs to avoid insufficient communication among themselves, in order to accomplish great performance and efficiency in their respective professional bodies.

Since previous studies on impacts of construction conflict in Nigeria were only focused on contractors and consultants in construction project, this current study filled the gap by evaluating the impacts of CPs’ conflict on performance in the NCI. Also, the method of analysis used for this study is exemptional because previous studies have overlooked the method. However, it is recommended that CPs must communicate more with others so as to ensure favorable conflict effects on performance.

This study aims to reveal the role of performance on the likelihood of conflict occurrence and the conditions that affect this relationship. This study measures managers’ perceptions about the cause of the subordinate’s low-level performance, stability of the performance, propensity to trust of managers and investigate the effects of them on conflict types.

This study draws on the attribution theory for investigating the effect of the negative performance of subordinates on a conflict between manager and subordinate by using the quantitative research method. A random sample was drawn from 150 Turkish mid-level managers from midsized small and medium - sized enterprises companies. The hypotheses are tested by hierarchical linear modeling.

According to results, negative performance of subordinates may predict the types of conflict depending on the attributions of managers about negative performance. In addition, the manager’s attributions to the locus of control or/and to the stability affect the likelihood of conflict types occurrence, between managers and subordinates. Depending on the managers’ attributions, the propensity to trust of managers has a significant moderation effect on the relationship between performance of subordinates and the likelihood of conflict types occurrence.

This study advances knowledge on conditions that affect the likelihood of conflict occurrence. It contributes to the literature by suggesting performance as a predictor of conflict instead of an outcome of the conflict. The research is one of the rare studies investigating the relationship between attributions and conflict. In addition, it expands the understanding of personal traits and conflict interaction by testing the moderation effect of propensity to trust.

Introduction Summary: Tourism is accepted as a multidisciplinary industry .Hoteliers and tour operators/travel agencies (TO/TA) count as two main stakeholders in the tourism sector, and they are interdependent with regard to their marketing and service objectives. Distribution channels, as TO and TA, are an important part of tourism growth. As TOs and TAs are the intermediaries between tourist and tourism service providers. Tourists travel to satisfy or fulfill their dreams because travel is a need for psychological relief that motivates people for temporary movement to different places and different countries. The research aims to examine the effects of perceived stakeholder conflict factors (PSCF) issues identified from the existing literature on guests’ outcomes in accommodation establishment located in Kyrenia, Northern Cyprus. PSCF is, namely, misinformation, unmanaged bookings and operational mistakes involving quality-price inconsistency and unsolved guest’s problems should be considered by both parties. Therefore, the objective of this study is to address the research gap regarding the effects of PSCFs on guests’ perceived value (GPV), guest satisfaction (GS) and behavioral intention (BI). Purpose: This study aims to investigate stakeholders conflict and its effects on guests’ outcomes, namely GPV, GS and BI associated with accommodation establishments, which has not been examining empirically before. Design/Methodology/Approach: This study conceptualized PSCFs and developed a scale for assessing this conflict and its outcomes. Through careful instrument development process, four sub-dimensions and 17 items of PSCFs were identified. Findings: The overall PSCFs’ effects obtained indicate that GPV, GS and BI are associated with accommodation establishments, and are negatively affected by the unsatisfactory relationship between these two key stakeholders. Originality/Value: The study empirically tested the conceptual model through conducting survey research to collect data from the guests whose trips were organized through a TO/TA and staying in five-star or four-star accommodation establishments located in Kyrenia, Northern Cyprus.

The purpose of this paper is to demonstrate the impact of organizational culture on the conflict handling style in non-profit organizations. Conflicts in non-profit organizations and especially in associations are more numerous, mainly because of the search for compromise in the decision-making phases and the high level of loyalty in mission that strongly stimulates the voice of one’s opinion. The authors observe that a modification of the organizational culture, through symbolic changes, can resolve the conflicts sequence.

Culture is measured through the organizational culture profile tool and the culture deciphering technique. The authors detail two cases of non-profit organizations, in which conflicts sequence resolution was handled through organizational culture change while conflicts resolution at the individual level could not bring an end to the conflicts sequence.

These cases highlight how organizational culture shapes behaviors and conflicts handling styles. These cases also give insights on how an organizational culture can be changed to setup new default conflict handling styles in an organization. The cultural change management only worked when it was planned on critical cultural change readiness factors with a strong enforcement of the change by the governing bodies.

This study complements research studies on how organizational culture shapes attitudes and behaviors and shows how and under which conditions a cultural change could resolve a conflict sequence. This study also presents a conflict resolution method when the roots of conflicts are embedded in the existing organizational culture. In such conflicts situation, interpersonal conflict resolution technique did not solve the conflicts sequence and only cultural change finally brought an end to the sequence.

A combined search on two levels, the individual level and the organizational culture level, will thus show convergent conflict sources and get a great deal of knowledge before solving individual-level conflicts.

The non-profit sector is sometimes subject to high-conflict situation and this research contributes to more efficient conflict resolution protocols with an applicable method of conflict analysis, change management and conflict resolution.

The work showed how the organizational culture is a key element in the explanation of conflict sources and conflict handling in case of high and repeated conflict situation. It is thus possible to resolve conflict sequence by changing a carefully chosen cultural trait. Nevertheless, the culture change management program is complex and risky. In a high-conflict situation, the authors identified several key conflict resolution factors: the careful identification of the organizational culture traits explaining conflict handling style; the alignment of the management team on the cultural change plan to raise up the intensity of the new set of behaviors; and the selection of the most efficient symbolic change decision.

The objective of this paper is to contribute empirical evaluation of the factors, behaviours and processes that lead to intra‐functional conflict, and in so doing to contribute to theory building on these issues, which have important contemporary relevance for theorists and practitioners.

A survey of 1,000 firms was conducted to elucidate the associations between both functional and dysfunctional intra‐functional conflict and a number of intra‐ and extra‐organisational variables.

Evidence was found indicating that participative decision making (positively), heterogeneity and centrality of marketing (both negatively) are linked to functional intra‐departmental conflict, while leadership quality of senior staff, team spirit and risk‐taking proclivity are positively associated with functional intradepartmental conflict and negatively with dysfunctional intra‐departmental conflict. No support was found for the claims that departmentalisation and organisation size were associated with either form of conflict.

The study supplies an empirical contribution through conceptualising, and subsequently empirically verifying, a model of the antecedents of intra‐functional conflict. Empirical contributions stem from findings that, while some parallels exist between the antecedents of intra‐functional and inter‐functional conflict, differences are evident, and in some cases even orthogonal. This study further reinforces suggestions that marketers have over‐emphasised the negative dimensions of conflict and have overlooked the positive (that is, the functional) aspects of conflict.

The findings of the study also have numerous implications for practitioners. At a strategic level, the study suggests that executives should acknowledge in their change processes that decisions at an organisational level could have a profound effect on both the functional and dysfunctional conflict in their organisation. Further, given the significant effect of inter‐group dynamics, managers of functions may find it beneficial to manipulate a range of intra‐functional variables to enhance functional conflict.

The value of the current study centres on the conceptual and empirical contributions regarding the drivers of intra‐functional conflict.

The purpose of this paper is to suggest to the conflict study scholars a new instrument – the “conflict volcano” that could be an effective and appropriate tool for conflict analysis.

The “conflict volcano” model was designed as a qualitative method for conflict analysis with a focus on cause analysis. It was developed on the basis of “conflict tree” which underwent modifications.

The benefit of the “conflict volcano” is that it covers all aspects of conflict starting from root cause to catalysts and can reveal a wide range of causes: material, immaterial, institutional. It clearly frames factors; this helps practitioners to determine what should be considered as causes and effects. Moreover, the “conflict volcano” reflects major theoretical representations of the conflict and its aspects. While the “conflict volcano” model can study conflict phases from latent until open violence, it cannot reflect the dynamic of conflict and cannot demonstrate its evolution to post-conflict phases.

The “conflict volcano” can be used as a conflict analysis tool by practicing experts and scholars. Academicians can use it in order to understand conflict and especially to reveal its causes. Practicing experts can use it in order to design a conflict transformation strategy.

This instrument does not pretend to be a new invention in the field of conflict studies, but rather a new conceptualization, schematization of old concepts and instruments.

The objective of this study was to test Ting‐Toomey's (1988a) theory on conflict face‐negotiation. More specifically, the study examined the relationship between face maintenance dimensions and conflict styles in Japan, China, South Korea, Taiwan, and the United States. The results were summarized as follows: (1) Cultural variability of individualism‐collectivism influences two face maintenance dimensions—self‐face concern and other‐face concern; (2) Cultural variability influences conflict styles, with U.S. members using a higher degree of dominating conflict style than their Japanese and Korean cohorts, and the Chinese and Taiwanese members using a higher degree of obliging and avoiding conflict management styles than their U.S. counterparts; (3) Overall, face maintenance dimensions served as better predictors to conflict styles rather than conflict styles to face dimensions; (4) Self‐face maintenance was associated strongly with dominating conflict style, and other‐face maintenance was associated strongly with avoiding, integrating, and compromising styles of conflict management. Directions for future testing of the conflict face‐negotiation theory were proffered.