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Few debates in the addiction field have been more controversial than the harm and benefit of confronting individuals about their substance use. This article reviews recent publications suggesting confrontation in the addiction field has been poorly defined and unfortunately limited to therapist‐client interactions. A definition of confrontation is presented that focuses on potential harm to the individual using substances. The Alcohol and Drug Confrontation Scale (ADCS) is discussed as a broad, comprehensive assessment of confrontation including an examination of individuals' perceptions of confrontational interactions. The preliminary research of individuals' experiences of confrontation in sober living recovery houses indicated that confrontation is often experienced assupportive and accurate. Previously reported findings are elaborated here by specifying implications for practitioners, families/friends, and users of services. Of particular importance is the confronter's ability to recognise when confrontation is counterproductive and to adjust their interactions accordingly.

The purpose of this paper is to examine alleged perpetrators' reactions to being accused of discrimination.

The paper examines how the mode of confrontation as well as the perpetrator's status relate to the alleged perpetrator's state of anger and the likelihood of providing a justification to the victim. To test the hypotheses, the authors conducted an experimental design using an organizational scenario.

The mode of confrontation predicts the likelihood of providing a justification to the victim. The paper also found that both anger and the likelihood of providing a justification for a charge of discrimination are higher when the mode of confrontation is indirect and the alleged perpetrator is the supervisor.

An organizational scenario limits the realism of the study such that results may not generalize to actual organizational settings (Stone, Hosoda, Lukaszewski and Phillips). In addition, the response rate was low. Nevertheless, a full understanding of issues related to reactions to alleged discrimination will depend upon research conducted in a variety of settings under a variety of conditions.

It is unlikely that direct confrontations will be instrumental in correcting misperceptions of discriminatory behavior. Organizations need to provide training on how to manage confrontation episodes as an opportunity to mitigate perceived mistreatment.

Which mode of confrontation is best? Indirect confrontation is associated with a higher likelihood of the alleged perpetrator providing a justification for a charge of discrimination, particularly when the alleged perpetrator is the supervisor. However, anger is also higher when supervisors are confronted indirectly about allegations of discrimination.

John Wellens argues that what we want is more confrontation rather than less, but that it should be the confrontation of ideas and not the confrontation of power.

The purpose of this paper is to discuss cultural causes of conflict in the workplace and call for research to address what happens when cultures collide generating workplace conflict. The author assumes that because cultures differ in terms of functional solutions to problems of social interaction that there will be conflict when people from different cultures are interdependent in the workplace. The author discusses types of culture and their conflict management profiles with respect to three characteristics of conflict management: direct vs indirect confrontation; emotional expression, and third party conflict management. The author proposes what happens when cultures collide and calls for research on those collisions.

Application of the cultural literature on self-worth to three elements of workplace conflict: direct vs indirect confrontation of conflict, feelings and expressions of negative emotions associated with conflict and timing and type of third party intervention.

When people from dignity, face, and honor cultures are working together the fundamental differences in the logic of self-worth in these three types of culture may cause conflict. People from dignity and honor cultures are likely to confront conflict directly, while those from face cultures are more likely to confront conflict indirectly. Workplace conflict generates negative emotions, but culture seems to affect whether that emotion is anger, shame or both. The timing of third party intervention into workplace conflict, that is, how managers intervene in workplace conflict has some parallels with how community mediators act in that culture.

There is limited research comparing management of workplace conflict in dignity, face, and honor cultures. The author generates propositions and suggests a research strategy for collecting data to test propositions.

Understanding what is culturally normative in terms of self-worth, confrontation, emotional expression, and managerial intervention can help people involved in workplace conflict understand what they are experiencing. It can also help managers intervene effectively.

How people react to workplace conflict varies with culture as does how managers intervene. Knowing this provides people with the first element of cultural intelligence that may help them manage conflict to facilitate a more creative and effective multicultural work environment.

This paper integrates theory and research from cross-cultural psychology, the psychology of emotion and the literature on third party intervention into community conflict to explain the patterns of cultural conflict and conflict management in the workplace. It also suggests what it may take to manage cultural conflict in the workplace successfully.

Hypotheses regarding gender differences in circumstances surrounding the initiation/escalation of binge drinking are tested in a sample of young adults from a general population. The circumstances are measured by six scales. Multiple regression analyses suggest a congruence between observed gender differences in circumstances surrounding initiation and escalation of binge drinking and the literature on gender‐related sociodevelopmental processes: For males, initiation of binge drinking is associated with self‐importance, to be influenced by peers, and to experience confrontation with the authorities. For females, initiation of binge drinking is associated with greater feelings of distress and interpersonal problems. For escalation of binge drinking, no gender effect on peer influence is observed. However, all other gender‐related effects continue to be observed at even greater levels. The results also support the conclusion that the gender‐related effects are at least partially independent although certain of the effects are attenuated when other circumstances are included in the model.

This paper aims to relate Taoist Yin‐Yang thinking to Western nomology in terms of trust and trust building, seeking to explore the question of how trust impacts on conflict management.

A moderating model of trust in conflict management is proposed. Investigations and observations using primary and secondary data are described. Three cases are presented to explain the moderating effects of adjusting activities and trust on conflict and negotiation.

The proposed model was supported. The following findings have been obtained: keeping a balance between adjusting others and adjusting self is a key to resolving conflict; creating and retaining harmony is a bridge that leads both sides in conflict and negotiation to adjust themselves; taking indirect actions through relationships instead of by direct actions through power is a good way to trigger a state of harmony; and trust is shown to be the original driver and source that contribute to adapting actions, harmony and eventually to a win‐win negotiation outcome.

The investigations were limited in time and scope and consequently not conclusive.

This research may provide practical implictions for people and organizations interested in conflict resolution who wish to: take a position that values trust; take indirect actions through relationship instead of direct actions through power; create and retain harmony between both sides in conflict and negotiation; and keep a balance between adjusting others and adjusting self, so to achieve win‐win negotiation outcomes.

This research may enhance the understanding of Taoist Yin‐Yang thinking by linking it with the Western nomology.

This study aims to examine the theoretical links among three important variables by empirically testing the cases of two international brands.

By using a comparative case study design, this study conducts a content analysis of a total of 490 Facebook comments regarding online confrontational crises: Dolce & Gabbana’s photo fiasco and Laneige’s discriminative sales incident.

The findings suggest that when evaluating whether or not a company has shouldered responsibility in online confrontational crises, social media users tend to be more influenced by how timely, active and consistent the organization’s reaction is than by the organization’s mere use of concession crisis communication strategies (CCSs). The individual-level perception (perceived degree of organizational crisis responsibility-taking) is a stronger predictor of social media users’ reaction than organization strategies. The earlier that social media user has a perceived improvement in the organization, the more effective is the organization’s strategy to minimize the effects of social media as crisis mobilizer.

This study confirms theories formulated in a Western context with actual cases from Eastern cultures. Theoretically, this study sheds light on the importance of the individual-level perception for effective use of organization strategy in crisis. This study also suggests the relative significance of positive forms of crisis response, concessions CCSs and their relationship with the perceived degree of crisis responsibility-taking.

The purpose of this paper is to describe and analyse the implementation by a non‐governmental organization (NGO) of an intervention with two different strategies – one employing confrontational approaches, the other cooperative ones – aiming to reduce the rate of successful purchase attempts (PAs) of medium‐strength beer in Sweden.

The Swedish Youth Temperance Movement (UNF) has been responsible for the development and implementation of the intervention, and a research team at Örebro University for the evaluation. The outcome analysis is based on 1,475 PA from 25 Swedish cities during 2003‐2006. Annual reports, discussions and telephone interviews have been used to understand the intervention process.

In 40 per cent of all registered PAs, beer is sold to minors. In the eight cities using a structured strategy, there is a significant decrease from 2003 to 2006 (44‐27 per cent; p<0.001). The confrontation method, compared to no model, is more than four times (OR = 3.8; CI 2.0‐7.0) more likely to yield a positive result. Compared to the cooperation method, it is even more likely to yield a positive result (OR = 4.7; CI 2.1‐10.7).

Working with a structured strategy gives significantly better results than working without one. The confrontation method is more successful than the cooperation method. Developing a preventive strategy takes time, cooperation perhaps requiring even more time to succeed than confrontation. The result reveals the importance of building local networks in the municipalities.

The advocacy for Swedish alcohol policy by the young members of UNF and participatory research is a unique combination.

The purpose of this paper is to empirically test a research model that incorporated antecedents of praise feedback behaviour (fear of confrontation and incentive for reducing nuisance costs), praise feedback behaviour (deliberatively praise feedback, casual praise feedback, and true compliment feedback) and consequences (trust and repurchase intention).

A structural equation model was employed to test the relationships of the research model using survey data collected from 398 Taobao consumers.

The results showed that fear of confrontation and incentive for reducing nuisance costs had a significant positive influence on deliberatively praise feedback and true compliment feedback, respectively, and both antecedents had a significant positive influence on casual praise feedback of consumers. It also showed that trust was influenced negatively by deliberatively praise feedback, and positively by casual praise feedback and true compliment feedback. Meanwhile, deliberatively praise feedback and true compliment feedback were found to have negative and positive influences on repurchase intention, respectively.

This research was a pilot study to identify a three-dimension conceptualization of praise feedback behaviour from the perspective of customer satisfaction, and to understand positive review bias from the perspective of input processes.

Individuals sometimes feel compelled to confront a rule‐violator. Because the goal of a confrontation is to stop the objectionable action, the violator may feel that his or her autonomy is being threatened and may resist complying. To reduce the likelihood of negative outcomes, confronters are advised to engage in discourse that makes them appear face‐sensitive. However, we argue that the authority of a speaker and the type of directive (imperative or suggestion) that is spoken interact so as to affect the degree of face‐sensitivity attributed to a confronter. We conducted an experiment to test this notion. Consistent with our position, authorities are perceived as more sensitive when expressing suggestions and are attributed coercive potential regardless of the directive enacted Peers, however, are attributed greater coercive potential when communicating imperatives, while face‐sensitivity is unaffected by the type of directive. Implications for confrontation are discussed.