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This chapter presents first a theoretical model of conflict between two agents characterised by a two-sector economy. In a contested sector, two agents struggle to appropriate the maximum possible fraction of a contestable output. In an uncontested sector, they hold secure property rights over the production of some goods. Agents split their resource endowment between ‘butter’, ‘guns’ and ‘ice-cream’. Eventually, tradable goods made of both butter and ice-cream produced by conflicting parties are sold to the rest of the world. Therefore, the opportunity cost of conflict depends also on the relative profitability of contested and uncontested production. In particular, productivity of uncontested production and profitability of contested sectors are countervailing forces. The empirical section focused on a panel of Sub-Saharan African countries for the period 1995–2006. Results are not fully conclusive. However, there is robust evidence that prices of manufactures (interpreted as the uncontested ice-cream) are negatively associated with the likelihood of a civil war. Eventually, international price of manufactures is also associated with a higher GDP per capita growth rate. The concluding remark seems to be that an increase in world prices of manufactures would make civil wars less likely.

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.

Purpose – In this chapter, we review the research on status hierarchies in groups and teams to assess the relative validity of two major models – the dominance and functionalist theories of status hierarchies. We find that these models cannot fully account for empirical evidence in the literature, and thus propose a new model of status hierarchies, Micropolitics.

Methodology/approach – We examine the relative validity of current major theories by reviewing the literature on status hierarchies in groups.

Findings – We find that, although most of the literature supports the functionalist theory of status hierarchies, this theory cannot explain some of the existing empirical evidence. Drawing on both functionalist and dominance perspectives, we propose a new theory of status, the Micropolitics model, to account for this evidence. Specifically, we propose that in the “micro” context of groups and teams, individuals attain status by convincing their group that they possess the skills and abilities needed to take charge – just as political candidates must convince voters they are the right people for the job.

Originality/value of paper – This paper proposes a new theory of status hierarchies in groups that may provide additional explanatory power for status researchers. It suggests that groups strive to attain meritocracy, but may put the wrong people in charge.

This chapter explores the adverse effects of COVID-19 lockdown on Nigerian households and offers suggestions for tackling the household conflicts, which is relevant to the society, and its contributions towards the broad economic activities in Nigeria. It adopts a conceptual approach, relying on extant literature and other relevant materials. The research draws on these references to project a model of the critical effects of COVID-19 faced by Nigerian households during COVID-19 pandemic. The study highlights the fundamental issues responsible for conflict among households in Nigeria during the COVID-19 pandemic lockdown. Also, it unearths learning about the critical sources of household conflict; and explores the effects on households in Nigeria due to the lockdown. Weak enforcement of the provision of extant laws to curb domestic violence in Nigeria and inadequate punishments prescribed in the laws to discourage household conflicts. The chapter concludes with the need for a better legal framework that can regulate household conflicts. It, also, emphasises on increased government effort to intervene in household challenges, especially during an emergent issue such as COVID-19 pandemic. The study also suggested the need for a broad social services structure in Nigeria that can provide social security to households during an unexpected emerging situation such as COVID-19. The Violence Against Persons laws should be stringently enforced to discourage violence, to protect members of every household in Nigeria and to compensate the victims adequately for any loss or injury suffered due to violation of their rights.

We demonstrate the role of regulatory fit and moral emotions, that is, contempt and anger, in influencing conflict resolution between the headquarters and subsidiary boundary spanners. We develop a theoretical framework, which integrates literature on international business and headquarters-subsidiary relationships with regulatory focus, moral emotions, and conflict resolution. The chapter outlines the relationships between the regulatory focus of a headquarters’ boundary spanner, and his or her manner of engagement, conflict sensitivity, violation of code, moral emotions, and the way conflicts are resolved. The theoretical framework developed here provides a starting point for future research on bargaining processes between boundary spanners of a multinational corporation (MNC). This chapter is the first one to discuss regulatory focus, and moral emotions, in the contexts of a MNC headquarters-subsidiary relationship.

What leadership lessons in sustainability can be learned from historical clan survival stories that include elders' responses to survival events? We provide in this chapter analysis of stories of survival in which elders as leaders and advisers convey meanings and morals which serve as educative tools for their clans. The findings relate to current leadership style theories and align with principles of social, economic and environmental sustainability. By observations through an original framework and tabulation, the chapter concisely presents distilled wisdom for the management of current and future crisis events which may threaten supply chains and, consequently, short- and long-term sustainability. The findings are useful to several audiences, such as, organizational leaders, volunteers and community managers who are involved in crisis management and addressing its impact on employees and the broader community. The research also opens the pathway for academics to explore some new areas in survival management. Ultimately, we acknowledge the endeavours and achievements of our elders whose descendants we hope will appreciate the reflection of their contributions. It is the spirit of collaboration, sharing diverse experiences, as we all must do in a crisis, which we hope to learn from and share in the solutions moving forward to future events.