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Article

Katharina Löhr, Frieder Graef, Michelle Bonatti, Henry F. Mahoo, Jane Wambura and Stefan Sieber

This paper aims to analyze the transferability of a conflict management model developed for business organizations to a temporary and international research project to…

Abstract

Purpose

This paper aims to analyze the transferability of a conflict management model developed for business organizations to a temporary and international research project to serve as a support tool for internal communication and in case of conflict.

Design/methodology/approach

The authors analyze the transferability of a conflict management model that was initially developed for business organizations to an international, inter-organizational and temporary research project that is third-party funded. Using a case study, a participatory approach is applied with both qualitative and quantitative methods used.

Findings

The transferability is possible but only with the adaption of conflict prevention. The project’s international and inter-organizational structure further results in a need for decentralization of conflict management responsibilities and diversification of conflict management approaches. Time, financial resources and a high autonomy of cooperation partners limit the degree of participation in the design process.

Research limitations/implications

The research is based on a case study. Research on comparative design processes are needed to verify or extrapolate findings and to help assess the impact of conflict management systems in other large research projects.

Originality/value

This paper contributes to the body of knowledge on conflict management systems. By implementing a conflict management system in a temporary, international and scientific project environment, this case study identifies contextual factors relevant for the system design and provides initial test results. As conflict management systems in research projects are not yet prominent, this adapted model of conflict prevention and management can benefit similar projects.

Details

International Journal of Conflict Management, vol. 28 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

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Book part

Janet Ann Nelson

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector…

Abstract

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

Keywords

Abstract

Details

Women in Leadership 2nd Edition
Type: Book
ISBN: 978-1-78743-064-8

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