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The purpose of this paper is to present and test a conceptual framework, where relationship quality is: directly affected by both the conflict management approach used and the type of conflict found within the relationship, and enhanced or diminished by conflict management approach's moderating affect on the impact of type of conflict on relationship quality.

The unit of analysis for this study was purchasing retailers who interact with industrial salespeople. Data used for this research were collected through interview questionnaire surveys aimed at the French retailers association during February 2009. A total of 320 French retailers were sampled to fill out the questionnaire. A total of 131 retailers completed and returned the survey for a response rate of 41 percent. The measures were developed and analyzed using the two‐step approach recommended by Gerbing and Anderson with LISREL 8.3.

This study finds that functional conflict positively affects the quality of the retailer‐supplier relationship and this effect is amplified when retailers use a collaboration conflict management approach. However, the positive effects of functional conflict are mitigated by retailers engaging in accommodating and compromising approaches. Dysfunctional conflict did not positively or negatively affect the overall relationship quality in this study. Its management determines whether it will have a positive or negative effect on relationship quality.

While the results presented here in general support the basic premises of the research, several limitations must be noted and there are several areas of future research that could be conducted using the current data set. First, an identical instrument could be administered to a sample of suppliers. This change might give some indication of the differences in suppliers' and retailers' perceptions of conflict management strategies and their effects on relationship quality. Another relevant addition to the understanding in the retailer/supplier arena might include the effect of teams instead of individual retailers on manifest conflict and relationship quality.

The survey results provide new insights on how retailers can use conflict management behaviors to cope better with functional and dysfunctional conflict and improve relationship quality with suppliers.

Work–family conflict is one of the most challenging stressors for construction industry professionals to cope with emotional problems. This study aims to propose a model linking work–family conflict and high-quality relationships among project team members and explore mediating effects of life and job satisfactions.

A theoretical framework was established based on the spillover theory and social exchange theory. Data were obtained by a questionnaire survey conducted with 328 respondents working in construction projects. Structural equation modeling (SEM) was used to test interrelationships among work–family conflict, job satisfaction, life satisfaction and high-quality relationship.

The results indicate that work–family conflict is negatively associated with both job and life satisfactions of construction professionals. In addition, there were direct and positive relationships between satisfaction domains and high-quality relationship capacity. The findings further support that job satisfaction plays a mediating role between work–family conflict and high-quality relationship among construction professionals, while life satisfaction does not mediate the relationship.

The effects of interrole conflicts on the context of satisfaction have been investigated previously; however, there is a lack of knowledge regarding its influence on high-quality relationship among project team members. This study extends the body of knowledge on high-quality relationships among project team members to understand how conflict and satisfaction factors influence interpersonal relationships in construction project management.

This study aims to examine the role of principal–principal (P–P) agency conflict in shaping the information environment of firms in China. Moreover, it investigates whether audit quality and analyst following play any role in moderating the effects of P–P agency conflict.

The authors used principal component analysis to synthesize a measure of P–P agency conflict and used accruals quality as measure of information quality. They used two-step Arellano Bond system GMM estimators to cope with potential endogeniety in the model. Moreover, they also performed subsample analyses based on state ownership to ensure the robustness of findings.

The results of this paper provide evidence that high P–P agency conflict is associated with poor information quality in China. But this is not true for subsample of state-owned enterprises. Moreover, better audit quality and high analyst following mitigate the negative effects of high P–P agency conflict on information quality but only in subsample of non-state-owned enterprises.

The findings of this paper are important, as they contribute in literature on forces shaping the information environment of firms. Moreover, it presents audit quality and analyst following as external governance mechanisms to alleviate the negative consequences of the P–P agency conflict vastly embedded in the ownership structure of firms in China.

Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.

Although researchers have demonstrated a keen interest in knowledge collaboration in online encyclopedias, previous studies have seldom explored the dynamic interrelations in online encyclopedias over time that involve the iteratively melding of individual cognitive system and knowledge collaboration system. Therefore, this paper aims to reveal the structure and dynamics of knowledge collaboration in online encyclopedias from a perspective of system dynamics (SD).

This paper proposes a general activity system of knowledge collaboration in online encyclopedias based on Engeström’s activity theory. According to the SD methodology proposed by Forrester, this study develops a holistic SD model by identifying interactions of knowledge collaboration factors based on behavioral theories; validating the SD model by structural tests and behavior tests involving historical data of English Wikipedia; and conducting simulation to capture the interactive dynamics of the salient factors of knowledge collaboration.

According to the SD methodology, this study develops and validates an SD model to explore interesting dynamic interrelations among core factors (contributors, conflicts, discussions, entries quantity and entries quality) that are neglected by previous research. The results show that there is a significant negative feedback relationship between inactive contributors and entries quality, between contributors and conflicts and between edit conflicts and entries quality. There is a complicated nonlinear feedback relationship between active contributors and entries quality, and between edit conflicts and discussions.

Different from prior empirical studies that normally investigate the unidirectional linear relationships among prominent factors of knowledge collaboration in online encyclopedias from a static perspective, this study captures a dynamic picture of their interrelations by unfolding their behavior patterns over time. The main contribution of this study is to develop a holistic SD model and to reveal and elaborate on the complex dynamics involved online encyclopedias based on activity theory.

This paper aims to develop a Petri net model for analyzing the quality conflict and its resolution of a complex product. The result aims to assist decision makers (DMs) to properly select their activities when a quality conflict has happened.

According to the features of Petri net and conflict analysis theory, a novel Petri net for conflict analysis (PNCA) is designed which contains transition and preference labels to describe DMs' decision activities and profit comparisons. Additionally, a generating approach is proposed, which can help DMs to construct a PNCA. Furthermore, based on players' bounded rationality, the equilibrium of PNCA is studied to provide scientific supports for DMs' decision‐making. A case study on an aircraft production system is conducted to demonstrate the feasibility and effectiveness of the new model, which furnishes a fresh perspective on the supply chain quality management of a complex product.

A new methodology is proposed for the domain of conflict analysis, which is easier to understand and improves the operation efficiency. What is more important, DMs can clearly be aware of their following choices according to the corresponding transition information.

The paper contributes to conflict analysis theory by designing a new model and develops a new graph model for managing the supply chain quality of a complex product.

Although the value of trusting, long‐term relationships for supply chain management is increasingly recognized, how conflict might contribute to quality supply chain partnerships is not well understood. This study uses research on cooperative and competitive conflict to identify when conflict can help develop productive relationships. Results of structural equation analyses suggest that manufacturers and suppliers who feel interdependent rely upon cooperative approaches to conflict, not competitive or avoiding approaches. Cooperative conflict in turn strengthens trust and a long‐term orientation which result in quality enhancing relationships with suppliers. These results challenge the value of conflict avoidance in East Asia. The theory of cooperative and competitive conflict, although developed largely in North America, seems useful for understanding and building quality supply chain partnerships in East Asia.

A growing number of studies have become focused on managing conflict more effectively and comprehensively in the construction industry. However, little research has aimed to operationalize all the facets related to the quality of conflict management that are necessary in governing conflict management. The purpose of this article is to propose a new model measuring the quality of conflict management in a construction project context that is not only inclusive but also practical.

To address this research gap, the authors used the measurement theory to investigate a series of studies, and then, developed a scale to operationalize the concept of quality of conflict management in a project context.

The findings show five dimensions to the quality of conflict management: satisfactory resolution outcome, integrated resolution process, conflict prevention, fairness perception, and post-conflict effect.

The research findings contribute to conflict management theory by providing the conceptualization and operationalization of conflict management quality. Practitioners will benefit from this article by understanding effective and efficient ways of managing conflicts in construction projects.

Guided by social resource theory, this study aims to examine the influence of conflict (i.e. task and relationship) on performance. The authors investigated whether job engagement mediates this relationship and whether social network quality moderates the relationship between conflict, job engagement and performance.

The authors built and tested a moderated mediation model, using data from 217 graduate students.

Results showed that job engagement operates as a mediating mechanism between task conflict and performance. The authors also found that the indirect effect of job engagement depended upon the quality of the social networks. When the quality of the social network was high, both the task and relationship conflict did not negatively influence the association between job engagement and performance.

These findings provide new insights into how social embeddedness in the form of social network quality can create a social context in which conflict works out less detrimental.

Given that employees are interdependent and coworkers are likely to differ in their personal values and opinions, the authors conclude that managers should facilitate the development of meaningful relationships at work.

Whereas prior research has found conflict (i.e. task and relationship) to negatively associate with performance, the authors show that social networks do affect the strength of the relationship between conflict (i.e. task and relationship) and performance.

The aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality.

This paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship.

Key to understanding why cognitive conflict sometimes leads to improved decision quality and sometimes it does not is the role of emotional self-leadership. Through emotional self-leadership, team members can actively anticipate, guide and focus their emotional responses to cognitive conflict and reduce their experience of affective conflict, improving team decision quality.

Identifying and explaining the moderating role of emotional self-leadership represents important progress for reframing emotion regulation and emotional intelligence into a new theoretical lens that may yield more meaningful insights into self-managed teams’ research. If empirically supported, this moderating effect would help explain the contradictory results obtained in prior empirical studies.

Practitioners can diminish or avoid the negative effect of the type of conflict that lowers work team decision quality and preserve the positive effect of the type of conflict that improves work team decision quality by identifying and implementing ways to improve a work team’s level of collective emotional self-leadership.

This paper extends the emotions, leadership and conflict literature works into the current research on self-directed work teams’ effectiveness by bringing attention to the moderating role of emotional self-leadership and calls for empirical research on this subject.