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This study investigates the antecedents and outcomes of cognitive trust during the expansion phase in buyer–supplier relationships. It takes a global approach and examines cultural nuances between developed nation and emerging market firms by including participants from the United States, China, and Brazil. The results demonstrate the importance of trust in building social capital and the central role which trust plays in shaping business relationships in all studied cultural contexts. There are similarities and differences across countries. Results support relationship marketing theory by demonstrating the importance of conflict resolution, communication frequency, and social bond in building buyer–supplier relationships in the United States, which in turn increase cooperation between partners. Results also indicate that in China, social bond plays a much greater role in building trust, which in turn increases cooperation only to the extent that it serves as a mechanism to secure committed relationships. In Brazil, results show that conflict resolution is the most important factor in building trust. It also mediates the relationship between communication frequency and trust, as well as drives cooperation positively. Overall, trust is found to influence exchange of confidential communication and increases commitment between partners in all three countries.

The current study focused on intra‐group conflict by attempting to elucidate individual and situational factors underlying choices along two dimensions of conflict management patterns: engagement versus avoidance and constructive versus destructive. In the study, the role of two types of self‐efficacy (global and social) among group members was investigated, as was the sense of group identification in team dispute resolution preferences modes. Sixty‐seven members of volunteer community service communes in the Israeli Scouting youth movement, 48 females and 19 males, representing 13 intact teams, participated in the study. Self‐report structured questionnaires (previously used and adapted for this study) served as research instruments. Both global self‐efficacy and group identification independently predicted the conflict engagement‐destructive pattern of domination. Social self‐efficacy served as the sole predictor of the preference to manage intra‐team conflict by means of integrating—the engagement‐constructive mode. In contrast, the choice of compromising was also fostered by the joint contribution of social self‐efficacy and group‐identification, beyond the direct effect of social self‐efficacy. The study corroborates the assumption that conflict management patterns within an intact team are related to dispositional variables on the individual level, i.e., global and social self‐efficacy, and to the team‐related variable of group identification.

This paper aims to investigate the effect of parent–adolescent conflict in step versus biological families on family communication patterns (FCPs) and the conflict resolution strategy adopted by adolescents during family destinations or holiday planning (where to visit?).

The literature on family conflict (i.e. parent–adolescent conflict) and the different types of families (step vs nuclear) supported the proposed framework. The survey was conducted in the Indian subcontinent with a sample size of 437 adolescents. SPSS 22.0 was used for factor analysis (exploratory and confirmatory factor analysis) and structural equation modelling was used through AMOS 26.0 for data analysis.

Significant relationship was observed between the types of families (step and biological), FCP and the resolution strategy chosen by Indian adolescents. Adopting a resolution strategy by adolescents in both families depends on the type of FCP in the family. Adolescents in stepfamilies have socio-oriented FCP and use “positive problem-solving” and “conflict withdrawal” as a resolution strategy. In contrast, adolescents in biological families have concept-oriented families and use “conflict enhancement” as a resolution strategy. It has also been found that adolescents who fall into high-stress categories used conflict enhancement strategies. In contrast, those who fall under low-stress categories used positive problem-solving and withdrawal strategies.

This study will add a new chapter to adolescents’ decision-making literature in line with the previous research. It has practical implications for tourism marketers, academicians/researchers and policymakers. Marketers can segment adolescents into step versus biological families, and the choice of resolution strategies may introduce efficient and competent marketing strategies and promotional campaigns.

This study favours that family type is a robust construct to predict adolescents’ choice of resolution strategy. So, it is one of the most influential variables in adolescents’ resolution strategy adoption.

This study aims to develop a framework based on drew social capital theory and the literature on guanxi to examine and compare a buyer’s willingness to commit to a supplier in the context of informal social-capital networks in the two largest emerging markets of China and India. The two main objectives of the study included an examination of the influence of communication behavior and conflict resolution on the development of social-capital networks and a comparison of the influence of distinct dimensions of social-capital networks on a buyer’s commitment to a supplier.

Data was collected in China and India from random samples of buyers. The model was tested using structural equation modeling.

Findings revealed that communication and conflict resolution contribute significantly to build trust, increase social benefits and promote mutual collaboration between buyers and suppliers in both China and India. However, social benefits were found to have a greater influence on commitment in India, whereas collaboration was found to have a greater influence on commitment in China.

The study demonstrates the importance of social capital theory to explain the informal social capital network and commitment development. Results provide practitioners with specific strategies to build social capital in China and India and improve committed relationships with buyers.

This study advances theory development within the context of emerging markets. It is unique as it includes the two most populous and fast-growing emerging markets in one study.

The purpose of this paper is to examine the effects of conflict and conflict resolution on employee perceptions of unit social capital. The paper aims to test the overarching proposition that social capital is affected by different types of conflict and by organizational methods used to manage them.

The paper's hypotheses were tested using survey data collected as part of a case study conducted in a large Ohio hospital that had adopted a conflict management system. Survey data from 791 hospital employees were used to test hypotheses regarding the relationship between conflict and its management and social capital.

Analysis of the data supports the paper's proposition that different forms of conflict affect perceptions of social capital differently. Relationship and task conflict were significantly and negatively related to employee perceptions of social capital. Conflict regarding patient care issues, on the other hand, was significantly and positively related to employee perceptions of social capital. Results support the hypothesized direct and indirect effects of conflict management on social capital. In addition to directly increasing perceptions of social capital, one of the conflict management options examined (supervisor‐assisted) moderated the relationship between relationship and task conflict and social capital.

The research implies that organizational conflict affects social capital. More importantly, different forms of conflict affect social capital in different ways. Furthermore, the findings imply that organizational management of conflict plays an important role in increasing perceptions of social capital. Shortcomings include the use of cross‐sectional data and the generalizability of findings from one hospital to other settings.

The findings suggest that an organization's approach to conflict and conflict management will affect perceived levels of social capital. In addition, organizations must be nuanced in the way they manage and resolve different types of conflict. Finally, findings suggest that supervisors play an important role in increasing unit social capital by assisting employees in resolving conflict.

The paper provides one of the first empirical examinations of the relationship between conflict, conflict resolution and social capital.

The purpose of this study is to explore indigenous conflict resolution mechanisms for resolving ethnic-based conflicts between the Awi and Gumuz communities in Ethiopia.

This study followed a qualitative research approach and it has a case study design that is appropriate to collect in-depth information about indigenous mechanisms of resolving conflicts that arise between Awi and Gumuz ethnic groups. Data were collected through in-depth interviews and document review.

The results revealed that the Awi and Gumuz ethnic groups resolve conflict through the elder council or shimigilina. This indigenous mechanism conflict resolution mechanism is well recognized, accepted and respected both by the Awi and Gumuz ethnic groups. Shimiglina has different phases and rituals which are finally concluded by kale-mehala (oath) or promising not to take revenge and harm. The Awi and Gumuz ethnic groups view shimigilina as a vital and effective conflict resolution mechanism.

This study clearly indicated important implications for policy, practice and future research. The Awi and Gumuz communities have used the elders’ council (shimiglina) to solve ethnic-based conflicts for a long time. Therefore, there should be policy frameworks at different levels (national, regional and local) for the integration of the elders’ council with the formal justice system. Put in other words, this indigenous conflict resolution mechanism should be properly organized and institutionalized. However, a comprehensive study should be conducted to understand how to organize and institutionalize this indigenous conflict resolution mechanism.

This is an original study that contributes to peacebuilding by discovering the role of indigenous knowledge in conflict resolution and peacebuilding.

Conflict resolution theory and practice have often neglected the contributions of women in peacebuilding. To obtain a more balanced perspective, the work of women's movements, peace movements, and other social movements have attempted to highlight the importance of women's roles in society and their active participation in peacemaking activities throughout the world. This study hopes to contribute to recognizing gender in conflict resolution by examining the rituals of conflict resolution in Laos and the legacy of women working for peace. Through this gender lens, it highlights the importance of Lao women's work in the soukhouan ceremony, a conflict resolution ritual that is integral to Lao culture. The soukhouan ritual demonstrates characteristics that are vital to any peacebuilding effort, specifically how women are actively working to repair harm, restore relationships, and organize support networks that are essential for reconciliation in communities experiencing conflict. This research adds to conflict resolution literature that validates how women are playing a vital role in all stages of peacebuilding.

A workplace bullying dynamic involving multiple individuals targeting victims can lead to the victim losing emotional bonds or affect-based trust with their colleagues, resulting in employee silence. The literature has largely ignored this negative aspect of social dynamics. This study aims to examine the relationship between workplace bullying and employee silence behaviors and determine whether affect-based trust mediates this relationship and whether climate for conflict management moderates the mediated relationship.

Hypotheses are tested using surveys and scenario-based experiments among faculty members in Indian Universities. There were 597 participants in the survey and 166 in the scenario-based experiment.

Results revealed that workplace bullying correlated positively with silence behaviors, and affect-based trust mediated the bullying-silence relationship. The hypothesized moderated mediation condition was partially supported as moderated the mediating pathway, i.e. indirect effects of workplace bullying on defensive silence and ineffectual silence via affect-based trust were weaker for employees with high climate for conflict management. However, the study failed to support the moderation of climate for conflict management in the relationship between workplace bullying and affect-based trust and workplace bullying and relational silence. The results of this moderated effect of climate for conflict management were similar in both studies.

This study is one of the few attempts to examine employee silence in response to workplace bullying in academia. Additionally, the study revealed a critical area of trust depletion associated with bullying and the importance of employee perceptions of fairness toward their institutions’ dispute resolution processes.

As Africa strives to catch up with the rest of the world at the economic, political and sociocultural fronts, there is an increasing coalescence around the need for backward integration and the revival of traditional business management practices as enablers in the global war for economic dominance. Unfortunately, a significant consequence of colonial rule was the systematic denigration and portrayal of traditional African institutions and knowledge systems as inferior to those of the West. Although the negative depiction of the African worldview has been extensively challenged in the academy, changes in their perception and adoption have remained slow. The ‘Igbo Apprenticeship System’ (IAS), widely recognised as the largest business incubator platform in the world today, is a great testament to the sophistication and resilience of indigenous African business models and the need to scale up their impact as a strategic step towards the economic emancipation of the continent. However, one fundamental aspect of IAS's success story that is hardly ever mentioned in the extant literature is its approach to conflict management. Understandably, business by its nature is competitive and conflict-prone. Nonetheless, the Igbos appear to have successfully managed different types of conflicts associated with their traditional business model without recourse to western methods or processes. Using a conceptual approach, this chapter attempts to examine the efficacy of the conflict transformation mechanisms in the ‘Igbo Traditional Business School’ (I-TBS) against the background of emerging challenges in the twenty-first-century business environments in Africa and around the world. From the prism of the Conflict Transformation Theory, the chapter argues that I-TBS can serve as a vehicle for the economic growth of the continent, but it must be prepared to deal with ‘new’ conflicts and demands arising from within and outside of its ecosystem.