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This study aims to explore the direct and indirect effects of sales opportunism and sales conflict as well as of non-economic and economic satisfaction in business-to-business (B2B) sales relationships. This understanding offers B2B buyers enhanced knowledge of sales business expectations towards sustainable business relationships in the future.

Through self-administered questionnaires, data were obtained from 237 sales or marketing managers/directors of small- and medium-sized companies across industries in Spain, who were randomly contacted via LinkedIn. The multivariate analysis of measurement and structural models was based on IBM SPSS Amos 27.

The study confirms that sales opportunism positively affects sales conflict. Moreover, sales opportunism is negatively associated with non-economic sales satisfaction, whereas non-economic sales satisfaction is positively associated with economic sales satisfaction. Consequently, if all associates are pleased with the relationship and the gains it can provide, a long-standing orientation can be achieved.

The study expands existing theory on seller–buyer relationships in a B2B context. It contextualises direct and indirect relationships between two antecedents (sales opportunism and sales conflict) and two postcedents (economic sales satisfaction and non-economic sales satisfaction) in sales business–buyer settings.

The study guides buyers in B2B relationships towards an improved understanding of how sales businesses perceive opportunism and conflict (as negative precursors) to impact non-economic satisfaction and how it can influence economic satisfaction.

Most studies explore B2B relationship building from the perspective of the buyer, thereby creating a shortfall in developing an understanding of all partner expectations in B2B relational intent. Moreover, the measurement of satisfaction as a multidimensional construct secured the integration of non-economic satisfaction and economic satisfaction within a single model allowing the constructs measured in this study to be holistically assessed.

Despite an enormous body of literature on conflict management, intra-group conflicts vis-à-vis team performance, there is currently no study investigating the conflict prevention approach to handling innovation-induced conflicts that may hinder smooth implementation of big data technology in project teams.

This study uses constructs from conflict theory, and team power relations to develop an explanatory framework. The study proceeded to formulate theoretical hypotheses from task-conflict, process-conflict, relationship and team power conflict. The hypotheses were tested using Partial Least Square Structural Equation Model (PLS-SEM) to understand key preventive measures that can encourage conflict prevention in project teams when implementing big data technology.

Results from the structural model validated six out of seven theoretical hypotheses and identified Relationship Conflict Prevention as the most important factor for promoting smooth implementation of Big Data Analytics technology in project teams. This is followed by power-conflict prevention, prevention of task disputes and prevention of Process conflicts respectively. Results also show that relationship and power conflicts interact on the one hand, while task and relationship conflict prevention also interact on the other hand, thus, suggesting the prevention of one of the conflicts could minimise the outbreak of the other.

The study has been conducted within the context of big data adoption in a project-based work environment and the need to prevent innovation-induced conflicts in teams. Similarly, the research participants examined are stakeholders within UK projected-based organisations.

The study urges organisations wishing to embrace big data innovation to evolve a multipronged approach for facilitating smooth implementation through prevention of conflicts among project frontlines. This study urges organisations to anticipate both subtle and overt frictions that can undermine relationships and team dynamics, effective task performance, derail processes and create unhealthy rivalry that undermines cooperation and collaboration in the team.

The study also addresses the uncertainty and disruption that big data technology presents to employees in teams and explore conflict prevention measure which can be used to mitigate such in project teams.

The study proposes a Structural Model for establishing conflict prevention strategies in project teams through a multidimensional framework that combines constructs like team power conflict, process, relationship and task conflicts; to encourage Big Data implementation.

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 paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

COVID-19 disrupted the usual way of working for many people across the globe, making full-time work from home and hybrid models two popular work arrangements. Despite the proliferation and high acceptance of the hybrid model, very little research has focused on the same. This study aims to compare the impact of transitions caused by remote work on work disengagement under two settings: remote work and hybrid model.

The data is collected from three corporate hubs in India: Hyderabad, Gurgaon and Bangalore. This study’s respondents represent two working models: full-time work from home and a hybrid model. Responses were collected using Google forms-based questionnaire, which resulted in the following usable responses: 356 (hybrid) and 398 (work from home).

The findings reveal that the structural model for the hybrid sector explained 11% of the variance in work disengagement, while the same for work from home model accounted for 20% of the variance in work disengagement. The authors also tested for the moderation of individual resilience between work-home and home-to-work conflicts and home-to-work transitions and work-to-home conflict under full-time work-from and hybrid models. Based on 356 respondents from hybrid category and 398 from work from home, the study found that employees experience less work-to-home and home-to-work conflicts in the hybrid model and employees experience more work-to-home and home-to-work conflicts in the full-time work from home model.

The study is also the first to examine the moderating role of individual resilience as a tool to bounce back and handle conflicts. As the full-time work from home model leads to more work-to-home and home-to-work conflicts, individuals have more scope to exhibit resilience, and thus, the moderating relationship is stronger in the full-time work from home model. The paper offers theoretical and managerial implications.

The purpuse of this study is to answer the following two questions. Do conflict management efforts mitigate the recurrence and severity of civil conflict? If so, how? Do some conflict management strategies fare better than others in these tasks? This study theorizes about the connection between the costliness of a conflict management strategy – with respect to both the disputants and third parties – and civil conflict outcomes. This theory produces two contradictory predictions: that more costly strategies either increase or decrease violence. This study not only adjudicates between these two possibilities but also incorporates the role of timing. The early use of more costly strategies, for example, may encourage disputants to reduce violence in civil conflicts.

To evaluate the predications that the authors derive from their theoretical argument, the authors quantitatively analyze the effect of conflict management strategies’ relative cost on various measures of civil conflict recurrence and severity. The authors first identify the set of international–civil militarized conflicts (I-CMCs) during the period 1946–2010. I-CMCs contain two dimensions – interstate and intrastate – making them the most complex and dangerous form of militarized conflict. To each I-CMC, the authors then link all third-party attempts to manage the I-CMC’s civil conflict dimension. Finally, after developing quantitative indicators, a series of regression equations explore the relationships of primary interest.

Two main findings emerge. First, when third parties use a relatively more costly conflict management strategy to manage a civil conflict (e.g. a peace operation or military intervention, as opposed to mediation), the severity of the conflict increases, while conflict recurrence rates remain unchanged. Second, this study uncovers a trade-off. The early use of a relatively more costly management strategy lowers a civil conflict’s severity in the short-term. It also, however, increases the likelihood – and speed with which – civil conflict recurs. The timing of certain conflict management strategies matters.

Scholars typically isolate conflict management strategies in number (i.e. consider efforts as independent of one another, even those within the same conflict) and kind (i.e. examine mediation but not peace operations). This study, in contrast, includes the following: the full menu of conflict management strategies available to third parties – negotiation, mediation, adjudication/arbitration, peace operations, sanctions and military intervention – over a lengthy time period (1946–2010); theorizes about the relative merits of these strategies; and considers the timing of certain conflict management efforts. In so doing, it highlights a policy trade-off and proposes promising areas for future research.

This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.

Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.

The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.

This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.

The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.

Innovative behavior is a microfoundation of an organization’s innovation. Knowledge workers are the main creators of innovations. With the boundaries between work and family becoming increasingly ambiguous, the purpose of this study is to explore how the work–family conflict affects knowledge workers’ innovative behavior and when such a conflict arises.

To test the theoretical model, this study collected data from a time-lagged matched sample of 214 dual-career couples. The data were analyzed with the bias-corrected bootstrapping method.

The results of this study showed that work-to-family conflict had not only a direct negative effect on knowledge workers’ innovative behavior but also an indirect effect through spouses’ within-family emotional exhaustion and knowledge workers’ family-to-work conflict. If wives’ gender role perceptions are traditional, then the indirect serial mediating effect is weakened, but if such perceptions are egalitarian, then the mentioned effect is aggravated.

In terms of organizational implications, managers could alter their approach by reducing detrimental factors such as work–family conflict to improve knowledge workers’ innovative behavior. Emotional assistance programs for both knowledge workers and their spouses can be used to prevent the detrimental effect of work–family conflict on innovative behavior. As to social implications, placing dual-career couples into a community of likeminded individuals and promoting their agreement on gender role identity will greatly reduce the negative effects of work–family conflict.

Starting from the perspective of the behavior outcome of knowledge management, this study advances the existing knowledge management literature by enriching the antecedents of knowledge workers’ innovative behavior, illuminating a spillover–crossover–spillover effect of work–family conflict on knowledge workers’ innovative behavior and identifying the boundary condition of this transmission process.

Disasters and armed conflict often co-occur, but does that imply that disasters trigger or fuel conflict? In the small but growing body of literature attempting to answer this question, divergent findings indicate the complex and contextual nature of a potential answer to this question. The purpose of this study is to contribute a robust cross-country analysis of the co-occurrence of disaster and conflict, with a particular focus on the potential role played by disaster.

Grounded in a theoretical model of disaster–conflict co-occurrence, this study merges data from 163 countries between 1990 and 2017 on armed conflict, disasters and relevant control variables (low human development, weak democratic institutions, natural resource dependence and large population size/density).

The main results of this study show that, despite a sharp increase in the co-occurrence of disasters and armed conflict over time, disasters do not appear to have a direct statistically significant relation with the occurrence of armed conflict. This result contributes to the understanding of disasters and conflicts as indirectly related via co-creation mechanisms and other factors.

This study is a novel contribution, as it provides a fresh analysis with updated data and includes different control variables that allow for a significant contribution to the field.