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This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.

Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.

Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.

A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.

The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.

This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.

Instrumental approaches to norms treat their enforcement as problematic and suggest that self-interested actors are unlikely to sanction. We suggest an alternative conceptualization of the norm enforcement problem. Research shows that social rewards can offset sanctioning costs, thereby encouraging enforcement. The issue then becomes how individuals determine what to sanction. We suggest that the typicality of behavior may provide a clue. We identify conditions under which atypical behavior may be punished. Consistent with existing instrumental approaches, we find that atypical behavior is sanctioned if it detracts from group welfare. We also find evidence pointing to the importance of a non-instrumental factor – perceptions of a behavior's social desirability.

Research into the dark side of online brand-managed communities (OBCs) and, specifically, consumer-to-consumer (C2C) conflicts within this context are scarce. This paper aims to explore the different forms of C2C conflicts in OBCs, measure their direct impact on observing consumers and brands and investigate their appropriate moderation by exclusively focusing on two actors: brands versus consumers.

This research adopts a sequential exploratory approach. First, the authors capture different forms of C2C conflict via netnographic observations of five brand-managed communities. Second, the identified forms of C2C conflict are used in an online experiment to examine their impact on OBCs’ social and commercial outcomes. Third, further two online experiments were used to assess how brand versus consumer conflict moderators impact perceived credibility and conflict de-escalation.

The authors uncover three prominent forms of C2C conflict based on whether conflict occurs between supporters, non-supporters or outsiders of the OBC. The authors further show that these affect consumers’ engagement behaviours and emotional responses, while brands suffer from diminished credibility and could be targets of unfavourable electronic word-of-mouth. Finally, for managing C2C conflict, the findings confirm that brands are perceived as more suitable, while under certain conditions consumers can also be viewed as appropriate moderators.

This research used a range of participant self-selected brands and is limited to brand-managed (as opposed to consumer-managed) communities on Facebook. While beyond the scope of this paper, the dynamics for consumer-managed communities may differ.

This article offers guidance to marketing practitioners on the different nuances of undesirable consumer interactions in brand-managed communities on social media, their impact on customer engagement and brand perceptions and when/whether brands or consumers may be suited to moderating these.

This paper makes novel contributions to the literature on consumer (mis)behaviours and OBC management. The findings are among the first, to the best of the authors’ knowledge, to examine the direct social and commercial consequences of C2C conflicts and to provide comparative insights into the appropriateness of two different moderators in OBCs.

This paper aims to investigate the Abegar indigenous conflict resolution system based on community reconciliation in Haberu Woreda, North Wollo.

This study has used a qualitative research design and descriptive nature. The study collected primary data from different informants by using such qualitative data collection techniques as an interview, focus group discussions and observation to achieve the research objectives.

Accordingly, the finding of the study revealed that Abegars indigenous conflict resolution system aims at the restoration of order and harmony of the community. The types of conflicts presented and resolved in the community are inter-personal, homicide, inter-group in nature, which stemmed from the abduction of girls and women, violation of social values, theft, conflict over claims of a girl, competition over ownership of land and drunkenness. The findings further show that family reconciliation, blood reconciliation (dem maderk) and compensation performance are the major community reconciliation procedures (methods) of conflict management used by the studied community depending on the nature and types of conflicts.

This symbolic and practical significance to established trust between conflicting parties that their relationship is restored.

The fragmentation can either lead to an all-out civil war as in Sri Lanka or a frozen conflict as in Georgia. One of the main characteristics of fragmentation is the control of group members by their respective leaders. The chapter applies standard models of non-cooperative game theory to explain the endogenous fragmentation, which seeks to model the equilibrium formation of rival groups. Citizens become members of these rival groups and some sort of clientelism develops in which political leaders control their respective fragments of citizens. Once the divisions are created, the inter-group rivalry can trigger violent conflicts that may seriously damage the social fabric of a nation and threaten the prospect of peace for the people for a very long time. In other words, our main goal in this chapter is to understand the formation of the patron–client relationship or what is called clientelisation.

The expansion of online platforms for renting tourist accommodations has given rise to a great deal of controversy in society. Likewise, the arrival of tourists in residential settings has led to a wide range of positive and negative impacts, resulting in conflicts between different stakeholders. The purpose of this paper is to analyze whether there is variation in the perception of the impacts associated with peer-to-peer accommodation platforms among different stakeholders? Additionally, it also seeks to investigate what kind of impacts generate the highest level of conflict among stakeholders?

Given the relative novelty of the problem, this paper proposes an exploratory study that sheds light on some of the main issues with the purpose of supporting further research in the future. The aim is to analyze which impacts are perceived as more positive or negative by each group and to create indexes of conflict for these groups regarding their perception of the impacts. This study is based on fieldwork carried out in April 2020, which consists of 600 online surveys of local residents in the city of Granada. This city, one of Spain’s main tourist spots, suffers the highest tourist pressure in the country.

The exploratory study suggests that the greatest consensus is generated in the assessment of economic impacts, either negative or positive. The greatest conflicts are related to the assessment of the effect of this activity on housing preservation. The group comprising accommodation owners of tourist flats is the one that shows a more dissenting opinion from the rest, confronting especially the group formed by citizens whose income depends on tourism.

There is a lack of studies on the perception of tourism impacts associated with online tourism rental platforms. This is the first study to analyze both, how the main stakeholders associated with this activity assess the different impacts derived from this form of tourist accommodation as a whole and the conflicts derived from such an assessment. An additional innovation is that the analysis investigates the potential fear of disease transmission caused by tourists. It would be interesting to continue this research by applying the same questionnaire in different environments, such as rural areas or societies with different structures from the one analyzed here. Likewise, future in-depth analysis of some of the conflicts is recommended so as to ascertain their origin.

Cybernetics and general systems theory have fundamentally affected the character of the major theoretical structures employed in social science in recent years. However, in general, theorists have under‐utilized the capacity of these subjects to provide a degree of coherence and unity to social science. In the first of a two‐part paper the authors use a cybernetic framework in constructing an empirical model of a socio‐economic enterprise from a range of literature in organization theory and management science.

This chapter theorizes, and provides field-based illustrations, about new ways to foster intergroup collaboration beginning first with intragroup conflict engagement. While the author has been experimenting with these ideas and practices for many years, this chapter represents still early efforts to lay out an agenda for systematic research and experimentation.

I hypothesize that by successfully engaging internal conflicts about outgroups within ingroups, sides may separately become more willing and able to successfully and interactively solve shared problems and achieve superordinate goals between them. History is filled with attempts at cooperation between antagonistic groups – whether through negotiated agreement, functional cooperation, promoting positive contact and attitudes, and so forth – that have led instead to worsening attitudes and renewed confrontation. Even when polarized groups decide to cooperate to achieve superordinate goals (Sherif, 1966) they are often unable to make this leap from conflict to collaboration. I posit that this may be in part because inadequate attention is paid first to intragroup conflict dynamics vis-à-vis outgroups.