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This paper aims to reveal the role of conflict management in the process of trust development. Specifically, this study investigates how the salience of conflict varies with different conflict-handling behaviors and behavioral outcomes and how the variation of the salience of conflict influences the trust development between contracting parties.

A questionnaire survey was undertaken to collect data from 310 experienced project practitioners. Hierarchical regression analysis and bootstrapping with a structural equation model were mainly used to test the hypotheses.

This paper finds that the relational degree of conflict handling behaviors can influence the salience of conflict and furthermore to influence trust between contracting parties, with this relationship mediated by the behavioral outcomes; however, all these relationships are contingent on the stage where relational conflict handling behaviors are adopted and the specific type of outcomes the behaviors result in.

This study provides some specific directions for the practitioners to conduct relational conflict handling behaviors and generate positive outcomes to keep trust developing between contracting parties in conflictual situations.

This study contributes to the knowledge of inter-organizational trust development as well as conflict management, by investigating the relationship between conflict and trust in a direction, which is less examined and revealing the process of conflict management, where the conflict handling behaviors influence behavioral outcomes to further manage conflict, in trust development.

The purpose of this study was to determine the relative impact of positive and negative face threats in conflict scenarios on the relational quality between disputants. This study also sought to determine whether the contextual variables of relational distance and power differential mediated this relationship as predicted by politeness theory.

To test the hypotheses, a 2 × 2 × 2 design was implemented manipulating the variables face (positive and negative), relational distance (business and personal) and power differential (high and low power differential). Participants read one of the eight scenarios, then responded to the dependent variables which focused on the impact of the face threats on relational quality between the participants. Subjects were recruited using the M-Turk, Amazon platform. Manipulation checks were carefully constructed to ensure subjects understood them.

The results of this study indicated that positive face threats have significantly more impact on relational quality between disputants than negative face threats. Moreover, context did not mediate these results. Neither relational distance nor power differential impacted the extent to which positive face threats compromised the relationship between the disputants.

This is the first study to explore the impact of face threats on relational outcomes in conflict. Prior studies focused only on the extent to which contextual variables would impact the choice of face threats that disputants might make in response to power and relational distance differences. This result suggests that face threats play a significant role in determining relational outcomes in conflict settings.

This study suggests that practitioners, such as mediators or group facilitators, should take steps to limit the kinds of positive face threats that disputants exchange during conflict. If positive face threats are allowed to escalate, then they can severely compromise the willingness of disputants to trust and continue to work toward an integrative solution.

Political divisions often appear to widen in the context of positive face threats as individuals seek to belittle the identities of their opponents. As these face threats escalate, they can result in polarizing language that disempowers these individuals from wanting to work together in a trusting relationship to accomplish important social goals.

This is the first study to explore the relative impact of positive and negative face threats on the relational quality of disputants in conflict. It is also the first to explore the extent to which context mediates the impact of face threats.

Contemporary supply chain exchanges are governed by both contractual and relational governance mechanisms. However, the decision about when to use these mechanisms is likely driven by key relationship characteristics as well as the context in which they are needed. The purpose of this paper is to evaluate the influence of dependence and information sharing on the governance decision within the context of inter-organizational conflict, and assess the degree to which contractual and relational governance approaches lead to more satisfying outcomes.

This research builds on both transaction cost and conflict resolution arguments to build hypotheses. To test the hypotheses, survey data were collected from supply chain professionals regarding specific episodes of conflict and analyzed using an ordinary least squares regression.

The results show a strong reluctance for the use of relational governance mechanisms to resolve conflict when the relationship is characterized by strong joint dependency or information sharing asymmetries. A strong dependence asymmetry and high degree of joint information sharing are associated with greater use of contractual and relational governance approaches, respectively. Finally, the authors find that contractual mechanisms do not necessarily lead to a dissatisfactory outcome for the manager involved.

This research investigates not only the use of contractual and relational governance mechanisms in inter-firm conflict resolution, but also the relationship specific factors that influence a firm’s decision to leverage either type of governance mechanism.

The purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez‐faire) on both the level and the nature of workplace conflicts (cognitive and relational in nature).

Data are collected from hospital employees in Canada. A total of 1,031 completed questionnaires are received, representing a response rate of 46 percent. The hypothesis is tested using confirmatory factor analyses and multiple regressions.

The results indicate that the two conflict dimensions do not derive completely from the same mechanisms, since only two out of the eight leadership dimensions evaluated influence both cognitive and relational conflicts. On the one hand, inspirational motivation has a negative impact on cognitive conflicts while intellectual stimulation and passive management by exception seem to foster it. On the other hand, inspirational motivation and individualized consideration negatively influence relational conflicts whereas management by exception‐active and management by exception‐passive impact it positively.

The sample comprises a single organization and the data are collected at one point in time. Also, the model's variables are assessed by the same source (employees).

The results of this research highlight the importance of a supervisor's ability to introduce a common vision and demonstrate individualized consideration to reduce workplace conflict during periods of organizational change.

Although researchers stress that conflict management represents an important role for leaders, very few empirical studies have examined how leadership influences workplace conflicts.

We aim to explore whether demographic groups of varying status positions differ in terms of their perception of work group members’ openness to deep-level and surface-level diversity. We also explore the effect that task group conflict and relational group conflict have on perceptions of openness to diversity.

Quantitative analysis of responses from 489 academics in multicultural university departments is applied. A comparison is made of different demographic groups based on age, nationality, and seniority with regard to perceptions of work group members’ openness to diversity. Specifically, we focused on perceptions of the work group’s openness to value dissimilarity (deep-level) and openness to visible dissimilarity (surface-level).

We found that there are indeed differences between demographic groups with regard to perceptions of the work group’s openness to value dissimilarities. No significant differences could be found in relation to openness to visual dissimilarities for any of the demographic sub-samples. We also found that there were differential effects of contextual adverse circumstances in the form of relational group conflict and task group conflict on the perceptions of the two types of work group openness to diversity.

The knowledge that different demographical groups perceive their peers’ openness to diversity differently is an important insight when decisions regarding diversity issues have to be taken.

Few studies have focused on perceptions of diversity. This is an important omission because individuals often act upon their perceptions, rather than on objective reality.

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

Develop an integrated model to analyze conflicts at work and apply it to a case study. The core of the conceptual model is constituted by the interpersonal relationships modalities using the Palo Alto school theorization (symmetrical and complementary relations framework in people's relative positioning). This model also articulates inside this interpersonal relationships structure five other dimensions: Perception processes, Life dynamics, Habitus from Bourdieu and developed by Lahire, psychosociological processes and sociological factors (including cultural ones). We apply this model to the case study of a Community center in a French city where a serious conflict happens with the final consequence of the closure of the center.

In-depth case study by long conversations (more than interviews) with the main protagonists of the Community center and of the conflict. These talks have been completed by secondary sources and extended review of newspaper articles.

Our model revels to be pertinent to enlighten the multiple dimensions of the conflict. In particular, we show that the dynamics of interpersonal relationships is central in the conflict development and is embedded in multiple psychosociological processes (perceptions processes with deep perceptive divergences between people, personal construction of Social Identity by protagonists, group thinking, active minority construction, etc.). The sociological factors, as well of personal habitus, have an effect but are not determinants of people's behavior. People are partially conscious of the occurring phenomena but cannot be considered as omniscient, purely strategic actors.

1-Application of the conceptual model is applied only on one case study. 2-More attention should be given to prospective dimension of stories and storying (antenarrative).

The case analysis based on our reactional model of conflicts leads to point out several mistakes in the management of the considered organization and more precisely in the management of the conflictual relationships. Change of level 2 has been misconducted by the top manager of the Community center and we show which alternative decisions could have been made in order to avoid the burst of the conflict. More general conflict management methods can be deduced from our analysis.

Articulation of these different concepts in an integrated model has never been previously made neither applied in a case study.

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance. Specifically, this study intends to answer the research questions “whether and how leader’s dialectical thinking would influence employee performance” with conflict management perspective in the Chinese context.

Multilevel structural equation modeling was used to test the theoretical model with 222 employees in 43 teams from Chinese high-tech manufacturing firms.

The authors found that the leader’s dialectical thinking had positive relationships with employee creativity and in-role performance and that the relationships were mediated by the leader’s conflict management approach and team conflict in sequence.

Selecting, recruiting or promoting of leaders with a dialectical thinking style or providing training to enhance leaders’ dialectical thinking is important for facilitating team conflict management and employee performance.

This is the first empirical paper to introduce dialectical thinking into the leadership, conflict and employee performance literatures.

Examines the pattern of relationships between foreign manufacturing firms and local third‐party distributors and the effective management and co‐ordination of supplier‐distributor relationships in China. Case studies of four foreign‐funded food manufacturers in China have been conducted. Different distributorship and styles of relationship management have been identified in each firm. Major relational constructs examined include channel conflicts and relationships, power sources and relational outcomes. Nine propositions have been derived from the findings. Research and managerial implications have also been discussed.

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.