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This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.

Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling.

The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance.

This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation.

This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Structural equation modeling was employed to test the theoretical model.

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.

This article aims to examine tensions between hybrid clinician managers' professional values and health care organisations' management objectives.

Data are from interviews conducted with, and observation of, 14 managerial participants in a Cancer Therapy Unit set in a large teaching hospital in New South Wales, Australia, who participated in a Clinical Leadership Development Program.

The data indicate that there are tensions experienced by members of the health care organisation when a hybrid clinician manager appears to abandon the managerial role for the clinical role. The data also indicate that when a hybrid clinician manager takes on a managerial role other members of the health care organisation are required concomitantly to increase their clinical roles.

Although the research was represented by a small sample and was limited to one department of a health care organisation, it is possible that other members of health care organisations experience similar situations when they work with hybrid clinician managers. Other research supports the findings. Also, this paper reports on data that emerged from a research project that was evaluating a Clinical Leadership Development Program. The research was not specifically focused on organisational professional conflict in health care organisations.

This paper shows that the role of the hybrid clinician manager may not bring with it the organisational effectiveness that the role was perceived to have. Hybrid clinician managers abandoning their managerial role for their clinical role may mean that some managerial work is not done. Increasing the workload of other clinical members of the health care organisation may not be optimal for the health care organisation.

Organisational professional conflict, as a result of hybridity and divergent managerial and clinical objectives, can cause conflict which affects other organisational members and this conflict may have implications for the efficiency of the health care organisation. The extension or duality of organisational professional conflict that causes interpersonal or group conflict in other members of the organisation, to the authors' knowledge, has not yet been researched.

Based on the collectivism‐individualism structure, the present study compared organizational conflict management behaviors between Korea (a collectivistic culture) and the U.S. (an individualistic culture). Employing a three‐way factorial design (Culture type x Relational distance x Power relationship), the present study registered robust effects of culture type in determining one's organizational conflict management behaviors. Specifically, Koreans are found to be extensive users of solution‐orientation strategies, while Americans prefer to use either non‐confrontation or control strategies in dealing with organizational conflicts. Moreover, the data also indicated that Koreans are more sensitive in exercising power when facing conflicts with subordinates in the organization. On the other hand, the effect of relational distance (ingroup vs. outgroup) in determining one's choice of organizational conflict management styles is found to be minimal. Implications of present findings for future intercultural communication research are also discussed.

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict.

To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management.

The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning.

The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations.

Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment.

This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.

The management of organizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal, intragroup, and intergroup levels and the styles (strategies) used to handle these conflicts. A diagnosis should indicate whether there is need for an intervention and the type of intervention needed. In general, an intervention is designed (a) to attain and maintain a moderate amount of substantive conflict in nonroutine tasks at various levels, (b) to reduce affective conflict at all levels, and (c) to enable the organizational members to select and use the appropriate styles of handling conflict so that various situations can be effectively dealt with. Organizational learning and effectiveness can be enhanced through an appropriate diagnosis of and process and structural interventions in conflict.

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.

This paper aims to address procurement, logistics management, inventory control and distribution of perishable items, i.e. vegetables, fruits, flowers and fishes, during the social isolation period of the Covid-19 era to identify conflicting interests among the channel members; present inventory and information sharing scenario; and reveal organizational dispute and existence of redundant, nonessential and corrupted members in the supply chain.

This study uses an exploratory investigation to evaluate the relations among the members of the supply chain of perishable food items. In this context, it is designed to investigate the field, observe the members of the existing supply chain from rural and remote places and capture their interviews to accomplish the objectives.

This study identified that although the supply chain of perishable food items is controlled truly by private parties, from a realistic view, the private–public partnership is essential where the government should play the coordinating role. In this context, continuous interaction, coordination and information sharing among the members to establish an optimum and scalable network and remove any redundant nodal points is a key success factor for managing an efficient supply chain.

Theoretical and managerial implication of this research is enormous. The existence of functional and dysfunctional conflicts in the same supply network and how it can be detrimental to the performance of the members are exposed in this study, which can be an excellent source to be investigated. Practitioners and researchers can gain a greater understanding to identify the root causes of conflicts in the existing structural dynamics, shedding light on organizational interactions, power and group behavior during the Covid-19 era.

From the light of management and inter-organizational conflicts, this is a pioneer study that has detected the redundant channel members, their source of power and how their removal can present an optimum channel with group coherence and synergistic interest.

This study examines the relationships among professionalism, organizational‐ professional conflict and various work outcomes for a sample of Certified Management Accountants. We assessed professionalism using Hall’s Professionalism Scale, and tested the relationships among professionalism, organizational‐professional conflict, organizational commitment, job satisfaction and turnover intentions using a structural equations model. The results indicate that two dimensions of professionalism (dedication to the profession and autonomy demands) were positively associated with perceptions of organizational‐professional conflict. As hypothesized, individuals who perceived higher levels of organizational‐professional conflict were less committed to the organization, had lower levels of job satisfaction and also had higher turnover intentions.

The possible effect of conflicts as the consequence of differences between personal and organizational values (OV) on organizational commitment (OC) of internal construction stakeholders was an unclear issue in the areas of organizational behaviour in the construction industry, especially in Malaysia. Therefore, the purpose of this paper is to focus on this issue in the Malaysian construction industry.

This paper targeted professional project consultants, who are identified as architects, engineers, and quantity surveyors, as the internal construction stakeholders. The personal-OV and the level of OC of the stakeholders were evaluated through a questionnaire survey. To achieve the research objective, comparative and hierarchical regression analyses were performed.

The results generated by the analyses indicated a high level of value conflicts in the construction organizations which significantly and negatively affected commitment of the internal stakeholders.

Value conflicts in construction organizations are the agenda of this paper while not many empirical studies have been conducted on this issue in Malaysia. This paper through investigating the potential effect of value conflicts on the stakeholders’ commitment reveals the importance of interaction between personal and OV in construction organizations which contributes to the extant literature of organizational behaviour as to the construction literature.