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This study aims to examine how changes in power disparity shape in-groups and upper-level management conflict are associated with intragroup relationship and task conflict variations. It also examines how workplace conflicts relate to focal employees’ perceptions of coworker support.

Data were collected from 3,343 respondents for nine years, comprising measurements taken on six occasions in 47 departments and stores of a Canadian retailer. The relationships between, within and across levels were tested using multilevel structural equation modeling.

The results showed that higher levels of power concentration vested by a few members or a single person are associated wih higher levels of intragroup conflict than usual. Furthermore, higher levels of task and relationship conflicts at upper management levels are associated with higher-than-usual task and relationship conflicts between nonhierarchical employees. Additionally, a higher-than-usual intragroup task conflict level was associated with lower-than-usual coworker support, supporting the proposed multilevel dynamic model.

An important limitation of this study is that all variables are self-reported despite using the six-wave repeated measurements, thereby increasing the possibility of inflating some observed relationships. Future research should examine the emergence of a larger spectrum of power dispersion configurations and their role on process conflict.

Retail managers should legitimize why a high-power concentration occurs when the equal distribution of power is not possible and find ways to minimize the trickle-down effects of conflicts at upper levels on their subordinates.

This study examines the effect of variability on power configurations and conflict in upper management ranks on conflict dynamic. The findings show that a high-power concentration elicits increasing conflicts, and that there is no empirical evidence that intragroup conflict is associated with positive outcomes.

The purpose of this study is to examine the burnout of workers in customer service roles as a result of conflict with customers; and the role that coworker support, non-work-related social support and job autonomy play in buffering customer service workers from conflict with customers.

A sample of 191 young customer service workers completed an online self-report questionnaire.

Although it was found that coworker support, non-work-related social support and job autonomy moderated the relationship between customer conflict and burnout, the form of the interactions was not as expected. Rather than buffering customer service workers specifically against customer conflict, it was found that as customer conflict intensifies, it gradually erodes the positive benefits that coworker support, general social support and job autonomy have in preventing burnout as a result of general work stress.

This study is one of few to empirically investigate the unique stressors experienced by customer service workers. It also expands understanding of social support and job autonomy in the context of work stress, demonstrating that there are limits to the effectiveness of these personal and organizational resources in preserving worker well-being.

This study aims to examine the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The workplace is a social context where many individuals spend a great amount of their time. Frequently being excluded or ignored is a common experience within all social contexts, and the study emphasizes how those feelings can affect organizational members. The current study extends research, as prior empirical studies have focused mainly on the direct consequences of workplace ostracism.

The study was longitudinally designed, as data were collected using a two-wave self-reported survey. Confirmatory factor analysis and structural equation modeling were conducted to test the study’s hypotheses.

The study found workplace ostracism to be positively related to coworker conflict, supervisor conflict and task conflict. Coworker conflict was found to fully mediate the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors.

As the study was conducted in Korea, the results cannot be generalizable and should be tested in Western cultures. Although the study was longitudinally designed, the first-wave survey measured the independent variable, while the second-wave survey measured the mediating and dependent variables. Also, self-reported surveys are always of concern; thus, multiple sources should be considered to strengthen the research model’s relationships.

Organizations and managers need to continuously address the quality of interpersonal relationships among all organizational members. As studies reveal that being “out of the loop” is quite a common phenomenon, individual and organizational performance can be greatly affected, as work is becoming more interdependent and team work is frequently implemented within organizations.

Individuals interact in numerous social contexts and as the workplace is an important context where many individuals spend a lot of their time and interact with other organizational members, the quality of the relationships at work can have spillover effects that can affect interpersonal relationships outside of the workplace.

The study explores and empirically tests the mediating effects of organizational conflict on the relationships between workplace ostracism with in-role behavior and organizational citizenship behaviors. The study extends research on the consequences of workplace ostracism and helps further understand how workplace ostracism can affect workplace attitudes and behaviors.

Considering the potential economic losses this might bring about, researchers have begun to explore ways to mitigate procrastination. Drawing on the job demands-resources model and the spillover-crossover model, this study aims to investigate the association between harmonious passion and procrastination at the intra- and interpersonal levels.

This study used a two-wave multisource questionnaire survey to acquire 256 cases nested in 128 coworker dyads from two hotels in Shanghai. Multilevel analysis and the actor–partner interdependence model were adopted to examine the hypotheses.

The results indicate that employees’ harmonious passion is indirectly negatively associated with procrastination (i.e., cyberslacking and soldiering) through workplace well-being at the intrapersonal level; employees’ harmonious passion is indirectly negatively associated with their coworkers’ procrastination (i.e., cyberslacking and soldiering) through the coworkers’ workplace well-being; and the crossover influence of employees’ harmonious passion on coworkers’ workplace well-being is contingent upon interpersonal conflict at the dyadic level, such that the crossover influence is stronger in condition of low rather than high interpersonal conflict.

Hotels are suggested to provide training programs to employees for enhancing their capabilities to maintain harmonious passion and promote their communication skills to decrease the likelihood to experience interpersonal conflict.

This study offers a comprehensive insight into the association between harmonious passion and procrastination in hospitality employees, which extends the understanding of the outcomes of harmonious passion and the profit of harmonious passion at the interpersonal level.

This study aims to pay attention to the role of social contexts, including perceived relationship conflict and coworker support in creating an individualistic or collectivistic disposition, and how organization members differently behave to share knowledge depending on their personal dispositions.

The research model was set and PLS-SEM was used to validate the proposed eight hypotheses. A total of 462 survey data were collected from workers in Korea to test the model.

The findings revealed that both perceived relationship conflict and coworker support positively influence knowledge sharing intention by facilitating formation of individualism and collectivism orientation. In other words, individualism and collectivism are motivated by different factors, which applies equally to knowledge sharing.

This study makes an initial step to explain the relationship between knowledge sharing behavior and individualism–collectivism orientation by using social contexts as a potential antecedent. Especially, along with perceived co-worker support, perceived relationship conflict was also found to have a positive impact on knowledge sharing intention through individualism orientation, which is a significant contribution to the field of knowledge management.

Guided by the job demands-resources model, this study aims to investigate the underlying mediation mechanisms through which vertical relationship conflict between employees and their supervisors and horizontal relationship conflict between employees and their colleagues escalate into work disengagement. It proposes exhaustion and workplace social isolation as the mediators and explores the relative importance of vertical and horizontal relationship conflicts in influencing work disengagement through the distinct impacts of the mediators.

Data collected from a three-wave study of 181 online-questionnaire respondents are used to test the research model using partial least squares structural equation modeling.

Vertical relationship conflict has an indirect effect on work disengagement via exhaustion, whereas horizontal relationship conflict has an indirect effect on work disengagement via workplace social isolation. Compared with horizontal relationship conflict, vertical relationship conflict exerts a stronger effect on work disengagement.

This study addresses a void in the literature on relationship conflict by investigating work disengagement from the perspective of both vertical and horizontal relationship conflict as well as from the perspective of both strain- and resource-centric mediators (i.e. exhaustion and workplace social isolation, respectively), providing a comparatively detailed analysis.

This research aims to examine the relationship between conflict management in the workplace and member satisfaction in work groups at both individual and group levels.

The objectives were achieved by surveying 135 Korean teachers in 28 kindergartens, treating them as small work groups. A multilevel modeling technique was used to examine the impact of conflict management preferences on individual satisfaction with group processes.

For the cooperation style of conflict management, individual‐level preference and group‐level similarity in preference were related positively to individual satisfaction with group processes. Individual‐level preference and group‐level similarity in preference for the avoidance style, however, did not significantly influence individual satisfaction with group processes. It was also found that the positive relationship between individual preference for the cooperation style and satisfaction with group processes was stronger with less variation (i.e. greater similarity) in group‐level preference for the cooperation style and with greater variation (i.e. less similarity) in group‐level preference for the avoidance style. Research limitations/implications – No causality can be established between conflict management style preferences and satisfaction with group processes. Only two styles of conflict management were assessed with a small number of measurement items.

The study shows how useful a multilevel examination of conflict management style preferences and satisfaction with group processes can be for conflict research.

This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context.

This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.>

According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model.

This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.

The purpose of this study is to find ways to mitigate the negative consequences of relationship conflict under the situation that while the negative role of team relationship conflict has been underscored in prior literature, few studies try to alleviate it. With the development of positive psychology, a stream focusing on the role of emotion in conflict management emerges. First, the authors want to explore the mediating role of members’ work engagement in the association between relationship conflict and members’ job performance. Moreover, they want to explore contingent roles of perceived team leader’s emotional intelligence and members’ emotion regulation strategies (i.e. cognitive reappraisal and expressive suppression) in moderating the effect of relationship conflict on members’ work engagement.

Using a data set of 363 individuals working in 73 teams in service sectors, the authors empirically examined the cross-level model with hierarchical linear model.

Relationship conflict was negatively related to members’ job performance while members’ work engagement mediated this relationship. Moreover, perceived team leader’s emotional intelligence mitigated the negative effect of relationship conflict on members’ work engagement, while members’ expressive suppression strategy intensified the negative effect.

The authors address the void of the cross-level mediating process by examining the role of individual work engagement that mediates relationship conflict and individual job performance. The individual work engagement is highlighted in this study for the hope of serving as the basis of finding effective moderators to alleviate the negative relationship conflict–performance relationship by mitigating the decrease of work engagement. Moreover, the claim that the role of emotion from different status subjects varies in regulating the effect of relationship conflict contributes to the development of positive psychology by combining emotion with conflict management.