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Previous studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the “generation” of the worker.

To test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance.

The results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant.

While this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others.

This study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed.

By using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.

This article examines how underlying national culture potentially impacts host country expectations of corporate citizenship for multi‐national firms. We present a conceptual framework for systematically comparing the impact of national culture on social issues affecting multi‐national firms. Research propositions describe the relationships between national culture and corporate citizenship suggesting potential future empirical research opportunities. Using four countries as examples, we conduct a qualitative comparative analysis to demonstrate the applicability of our culture‐based framework. Finally, we offer implications of our framework for corporate global citizenship of multi‐national firms.

This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong).

This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × country on the CMS within a single generation of workers, millennials. The Rahim Organizational Conflict Inventory–II, Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding and compromising). Data analysis found CMS used in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work.

Data analysis (N = 2,801) was performed using the multivariate analysis of covariance with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the CMS depends on self-gender, supervisor’s gender and the country where the parties live. Also, the covariate – work experience – was significantly associated with CMS.

One of the limitations of this study is that the authors collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level millennials.

There are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management.

Conflict management is not only important for managers but it is also important for all human beings. Individuals handle conflict every day and it would be really good if they could handle it effectively and improve their gains.

To the best of the authors’ knowledge, no study has tested a three-way interaction of variables on CMS. This study has a wealth of information on CMS for global managers.

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is accomplished through vertical integration and adding a quality‐based pricing structure to more closely link beef producers and consumers. The case study is an example of supply chain management as a strategic response to a mature industry. It also exemplifies how ownership structure of the firm, particularly the emergence of new‐generation cooperatives, is employed as a strategic factor in developing a new competitive approach in an industry characterized by sales decline and aggressive competition from substitute products such as poultry and pork.

This article examines the relationship between production capacity and the ongoing battle for market share. Many firms use market share as a performance indicator to measure how well they are doing in comparison to their competitors. However, capacity increases can increase the number of firms that regard the firm as a competitor, thereby expanding the firm's competitive arena and limiting the affect of any hoped‐for market share increase. Managers should evaluate the competitive response of a capacity increase, especially with firms that will likely become new competitors, in order to gain an accurate picture of the likely post‐increase scenario.

The purpose of this study is to test the validity of national culture as an explanatory construct for international operations management decision‐making.

National culture is multi‐dimensional thereby allowing for much finer grained comparisons than are possible when examining differences based purely on geography or the level of industrialization. This proposition is examined from the theoretical standpoint then empirically investigated using an existing database.

This article finds that national culture significantly explains international operations management behaviors among similar manufacturing plants in the same industry located in different cultures.

This study represents a first attempt at using national culture to explain differences of operations decision‐making.

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is accomplished through vertical integration and adding a quality‐based pricing structure to more closely link beef producers and consumers. The case study is an example of supply chain management as a strategic response to a mature industry. It also exemplifies how ownership structure of the firm, particularly the emergence of new‐generation cooperatives, is employed as a strategic factor in developing a new competitive approach in an industry characterized by sales decline and aggressive competition from substitute products such as poultry and pork.

Only one customer really counts: the end customer. The final purchaser decides whether each supply chain member adds value, and is thus willing to pay for the added benefit, or whether by‐passing a particular link in the supply chain makes economic sense. It is in this context that profit, based on value‐adding behaviors, provides the primary incentive and reward for supply chain members to organize. This article suggests that successful supply chains are those that are evolving into supply communities. This article presents a framework for more thoroughly understanding the motivation that members of the supply chain have for developing consistent business strategies, thereby enabling the supply community to compete effectively.

Choice deferral (making no choice at all) is a common phenomenon, especially when individuals face a difficult decision. This is further exacerbated in the presence of negative incidental emotions which can have a wide-ranging influence on various aspects of decision-making. Previous research suggests that process (vs outcome) accountability might be more effective at mitigating the effect of irrelevant factors. This paper aims to examine whether accountability attenuates emotion effects on choice and examines the differences in the efficacy of the two accountability types.

The paper uses the appraisal tendency framework to propose differences between same valenced emotions on choice deferral and predicts the moderating role of process versus outcome accountability. Two experiments are conducted to test the predictions and the results analyzed using logistic regression.

The authors find that outcome and process accountability have different moderating effects on emotion and choice deferral relationship: under outcome accountability, angry individuals are more likely to defer choice while under process accountability, differences in choice across emotion conditions are attenuated. As predicted, differences between anger and fear on the certainty appraisal and thereby information processing, mediate the effects of emotion on choice deferral in the outcome (but not process) condition.

This research studies the intersection of two developing research streams, affect and accountability, by focusing on specific affective states (anger and fear) and specific accountability types (outcome and process) in the important context of decision avoidance in consumer behavior. Thus, theoretical understanding in both domains is advanced and the benefits of specific accountability types clarified. Key implications for consumers and future research directions are also discussed.