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This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

A number of multinational corporations are striving to implement the sustainable development goals (SDGs) framework, aiming at addressing social, environmental, and economic goals. However, integrating the three aspects of sustainability across the 17 goals is very complex; multiple conflicts and tensions might arise when aiming at addressing such diverse elements at once, which in turn might prevent firms to effectively reach sustainability outcomes. Understanding the nature of such tensions and how to overcome them is therefore a key goal to ensure achieving the SDGs effectively. Given their very nature, multinational corporations are even more likely to experience such tensions on a daily basis than other firms – current international business (IB) literature, however, have overlooked the study of how sustainability-related tensions are experienced and overcome by multinationals. With the aim to address this gap, the authors propose how IB literature can be informed by paradox theory, which in recent years has become an established lens through which to investigate and theorize how sustainability tensions, conflicts, and contradictions are experienced and managed by multinationals. Accordingly, this chapter aims to advance the IB literature by suggesting how paradox theory can be adapted as a theoretical lens to examine the SDGs-related tensions present in multinational enterprises (MNEs) in order to foster the understanding of how multinational corporations address the current major challenges that undermine societal sustainability and how they can act to support a transition to a more sustainable economy.

This study explores the professional work of managers in professional service firms (PSFs) by focusing on the relational position of managers as they interface between diverse groups of actors and navigate a multiplicity of accountabilities.

Drawing on an ethnographic study of managers in a Brazilian PSF, this study demonstrates through observations, interviews and shadowing how PSF managers address multiple accountabilities in the conduct of professional work.

To navigate multiple accountabilities, PSF managers perform several forms of boundary work, which the authors conceptualize as “revamping” and “remolding” operations and “translating” and “transforming” understandings. The form of boundary work performed depends on the configuration of two elements of accountability demands: knowledge orientation and extent of exposure. Although analytically distinct, these elements intertwine, suggesting the need for a dynamic perspective on accountability. The analysis shows that professional work extends beyond fixed or passive views of hierarchical and intrinsic accountability to emphasize that managers exude accountability of an adaptive nature.

This study illustrates and theorizes the role of boundary work in PSFs, develops its link to accountability, and identifies its scholarly and practical affordances and limitations for understanding managers’ professional work when navigating multiple accountabilities.

The findings reveal perspectives and behaviors of managers embedded in PSFs, illustrating their unstructured and agentic experiences of accountability and boundary work in practice. The insights can be extended to other contexts where managers face multiple accountabilities in conducting professional work.

This paper aims to study recent approaches to peacemaking, particularly by Turkey and Russia, in a changing world and their implications for UN-led peace processes. The authors analyze the factors that allow parallel processes to UN mediation to emerge and discuss their influence.

The paper presents two in-depth case studies of mediation in Syria and Libya, where the UN, as well as Russia and Turkey, were actively involved in peacemaking.

The authors find that parallel processes to UN mediation emerge if the UN process does not show progress toward a negotiated settlement and other third parties have leverage over the conflict parties. However, whether these parallel processes pose a fundamental challenge to the UN-led process depends on how sustained the third parties’ leverage over the conflict parties is. If it lasts, it puts the UN in a difficult position to either participate in the parallel process and contain it but thereby also legitimizing it, or to abstain from participating but thereby risking to lose control over the mediation process.

Analyzing different approaches to mediation helps to better understand current dynamics of multiparty mediation, including an increased questioning of the effectiveness of UN mediation, and provides insights on how the UN may adapt to keep its relevance in a changing world.

The paper is based on original first-hand data gathered between 2018 and 2022 through more than 50 interviews with UN officials, negotiation team members, political and civil society actors from Syria and Libya, (former) state officials and experts from Russia and Turkey, as well as external observers.

The notion that disasters are not natural is longstanding, leading to a growing number of campaigns aimed at countering the use of the term “natural disaster.” Whilst these efforts are crucial, critical perspectives regarding the potential risks associated with this process are lacking, particularly in places affected by violent conflict. This paper aims to present a critical analysis of these efforts, highlighting the need to approach them with care.

The author draws upon insights and discussions accumulated over a decade of research into the relationship between disasters and conflict. The article includes a critical literature review on the disaster–conflict relationship and literature specifically addressing the idea that disasters are not natural. The analysis of field notes led to a second literature review covering topics such as (de) politicisation, instrumentalisation, disaster diplomacy, ethics, humanitarian principles, disaster risk reduction, peacebuilding and conflict sensitivity.

This analysis underscores the importance of advocating that disasters are not natural, especially in conflict-affected areas. However, an uncritical approach could lead to unintended consequences, such as exacerbating social conflicts or obstructing disaster-related actions. The article also presents alternatives to advance the understanding that disasters are not natural whilst mitigating risks, such as embracing a “do-no-harm” approach or conflict-sensitive analyses.

The author offers an innovative critical approach to advancing the understanding that disasters are not natural but socio-political. This perspective is advocated, especially in conflict-affected contexts, to address the root causes of both disasters and conflicts. The author also invites their peers and practitioners to prioritise reflective scholarship and practices, aiming to prevent the unintentional exacerbation of suffering whilst working towards its reduction.

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies.

This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0.

Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them.

Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts.

Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace.

This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.

How to depict conflict characteristics? Previous literature has overwhelmingly used intensity and frequency of conflict, resulting in an incomplete understanding of conflict itself and its impacts. To fill this knowledge gap, this paper aims to develop a comprehensive theoretical framework for conflict attributes.

Through a systematic and integrative literature review, this study has achieved the objectives by synthesizing the current state of knowledge on conflict and borrowing insights from event system theory.

A total of 16 conflict attributes were identified to constitute the event-oriented conceptualization of conflict, describing conflict from three dimensions – strength, time and space. Four promising areas for future conflict inquiry are proposed: linking the effectiveness of conflict to its attributes; exploring the interplay and configuration of multiple conflict attributes; progressing from variance- to process-oriented conflict theories; and developing symmetric/asymmetric views of conflict.

This paper conceptually clarifies conflict attributes from the event perspective and offers a nuanced understanding of conflict, which contributes to the current fragmented knowledge of conflict attributes. Scholars can build on this study’s findings to fill gaps and move conflict research forward. It also enhances researchers’ awareness of time and space and thus encourages more longitudinal exploration into the dynamics of conflict.

This study aims to deepen the understanding of the challenges and implications entailed by deploying mobile clinics in conflict zones to reach populations affected by violence and cut off from health-care services.

This research combines an integrated literature review and an instrumental case study. The literature review comprises two targeted reviews to provide insights: one on conflict zones and one on mobile clinics. The case study describes the process and challenges faced throughout a mobile clinic deployment during and after the Iraq War. The data was gathered using mixed methods over a two-year period (2017–2018).

Armed conflicts directly impact the populations’ health and access to health care. Mobile clinic deployments are often used and recommended to provide health-care access to vulnerable populations cut off from health-care services. However, there is a dearth of peer-reviewed literature documenting decision support tools for mobile clinic deployments.

This study highlights the gaps in the literature and provides direction for future research to support the development of valuable insights and decision support tools for practitioners.

Based on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence.

Using Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan.

The results indicate that team relationship conflict is negatively associated with employees’ subjective career success, both in terms of career satisfaction and job satisfaction. While employees’ negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions.

This study advances career research by demonstrating how and when team relationship conflict is related to employees’ subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees’ subjective career success.