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The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization.

The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe.

Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors.

This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.

This paper aims to investigate the effects of political skill in a specific workplace setting – the job negotiation. The authors expected negotiator political skill to be positively related to distributive negotiation outcome, problem-solving as a negotiation strategy to mediate this relationship and political skill to also moderate – that is amplify – the link between problem-solving and negotiation outcome.

In Study 1, a laboratory-based negotiation simulation was conducted with 88 participants; the authors obtained self-reports of political skill prior to the negotiation and – to account for non-independence of negotiating partners’ outcome – used the Actor–Partner Interdependence Model for data analysis. Study 2 was carried out as a real-life negotiation study with 100 managers of a multinational corporation who were given the opportunity to re-negotiate their salary package prior to a longer-term foreign assignment. Here, the authors drew on two objective measures of negotiation success, increase of annual gross salary and additional annual net benefits.

In Study 1, the initial hypothesis – political skill will be positively related to negotiator success – was fully supported. In Study 2, all three hypotheses (see above) were fully supported for additional annual net benefits and partly supported for increase of annual gross salary.

To the authors' best knowledge, this paper presents the first study to examine political skill as a focal predictor variable in the negotiation context. Furthermore, the studies also broaden the emotion-centered approach to social effectiveness that is prevalent in current negotiation research.

The Americans for Indian Opportunity (AIO), a national Indian organization concerned primarily with tribal governance issues, has sponsored numerous projects during the 1980s which suggest that better models of communication and consensus‐building are desperately needed within Indian tribal communities. Due in part to the use of forms of problem‐solving that are incongruent with tribal values and cultural patterns, many Indian communities have been paralyzed in their efforts to develop consensus on strategic plans. While many tribes have experimented with various forms of conflict management techniques, careful consideration must be given to the appropriateness of the approach employed Because the cultural traditions of Indian communities are rooted in a consensual approach to problem‐solving, dispute resolution approaches imposed by non‐Indian law and bureaucracies often conflict with tribal values. This paper reports the attempt of one tribe, the Winnebago in Nebraska, to introduce a system of planning and problem‐solving adequate for dealing with the needs of the tribal community in a culturally appropriate manner.

This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of supervisor conflict management style (CMS). Further, this study aims to assess cross-level moderating effects of supervisor CMS climate on the positive association between relationship conflict and these outcomes.

Multilevel modeling was conducted using a sample of 401 employees nested in 69 workgroups.

High collaborating, low yielding and low forcing climates (positive supervisor climates) were associated with lower anxiety/depression, bullying and claim thoughts. Unexpectedly, the direction of moderation showed that the positive association between relationship conflict and anxiety/depression and bullying was stronger for positive supervisor CMS climates than for negative supervisor CMS climates (low collaborating, high yielding and high forcing). Nevertheless, these interactions revealed that positive supervisor climates were the most effective at reducing anxiety/depression and bullying when relationship conflict was low. For claim thoughts, positive supervisor CMS climates had the predicted stress-buffering effects.

Employees benefit from supervisors creating positive CMS climates when dealing with conflict as a third party, and intervening when conflict is low, when their intervention is more likely to minimize anxiety/depression and bullying.

By considering the unique perspective of employees’ shared perceptions of supervisor CMS, important implications for the span of influence of supervisor behavior on employee well-being have been indicated.

The recent interest in and increasing demand for healthy, social and environmentally sustainable products, particularly in developed countries, have fostered the presence of organic coffee supermarket shelves of such countries. Proposes two models of B2B relationships for the Brazilian supply of organic coffee to international markets, more specifically, The Netherlands. For this proposition, compares two possible organizations of the supply chain wherein B2B relationships are based not only on contracts but more importantly on the informal safeguards of mutual trust, long‐term orientation and joint actions. For the two proposed chains, a cross‐border integrator is included to support the coordination of the business relationship. Emphasis is placed on coordination to increase overall efficiency of the supply chain through reduction of internal and transaction costs.

The main pitfall in introducing a technology to a new market is the amount of support it receives from its new environment. The transfer of a sales control system (designed in Europe) to six Gulf‐market distributors illustrates the need for a triangular consultancy relationship between consultant, user and sponsor, and the understanding and avoiding of cultural obstacles.

This study aims to investigate the effect of brand transgression severity on different behavioral responses (BRs). In addition, the role of perceived brand betrayal (BB) is examined as a mediator between brand transgression severity and BRs.

A total number of 331 customers of Tehran travel agencies were recruited as the statistical sample. Partial least squares-structural equation modeling (PLS-SEM) using SmartPLS 4 software was used to analyze the collected data.

The results showed that the severity of brand transgression significantly affects perceived BB and customer BR, including avoidance and retaliatory behaviors. Moreover, the results showed that perceived BB has a mediating role in the relationship between brand transgression severity and reparatory and retaliatory behaviors.

This study adds to the understanding of consumer behavior by demonstrating how customers react to brand transgression severity through perceived BB.

The purpose of this paper is to apply five models of conflict negotiation (power‐based, interests‐based, needs‐based, dignity model and comprehensive systemic) to Hindu‐Muslim religious conflict in Ahmedabad city, India and assess their relative applicability.

The general principles of each of the five models of conflict negotiation are first laid out from literature review. The principles are then hypothetically applied to resolve the contextual particularities of the Hindu‐Muslim conflict that occurred in 2002 in Ahmedabad city, India.

The comprehensive systemic approach is a good model to be used as a diagnostic tool for assessing the Ahmedabad conflict. Following that diagnosis, however, a combination of the need‐based and dignity model is useful in effectively negotiating the conflict.

This article creates awareness about the advantages and drawbacks of popular models of negotiation; this will enable negotiators to adopt a more realistic approach while negotiating conflicts in the field. The paper recommends that, while trauma, emotions and fears are real, so are destruction of property, livelihood and resources – peace cannot be long‐term unless negotiation addresses questions of subjective as well as material violations by raising questions of distributive justice.

This article indicates that conflicts are complex processes rooted in particular places and hence negotiation should be contextual and experiential. Through a comparative evaluation of different approaches the paper provides a tool kit. However, it also elucidates how reality may require negotiators to be more spontaneous and hence adopt mix‐models.

This study aims to apply a Lean Six Sigma framework to support continuous improvement in the maritime industry (shipbuilding, logistics services and shipping companies) during COVID-19 pandemics. By applying the concepts of Lean Six Sigma and supply chain resilience, the most suitable continuous improvement method for the maritime industry is developed to maintain a resilient supply chain during COVID-19.

A specific shipbuilding, logistics services and shipping company in Indonesia is chosen as the research object. The Lean Six Sigma framework reveals the wastes through the supply chain resilience concept, and implements internal business processes to maintain optimal system performance.

The paper identifies important implementation aspects in applying Lean Six Sigma to shipbuilding, logistics services and shipping. The DMAIC (define, measure, analyze, improve and control) approach is applied to achieve supply chain resilience. Resilient measures are generated for the case companies to maximize performance during the pandemics.

This paper provides a new insight for integrating Lean Six Sigma and resilience strategies in the maritime industry during COVID-19 disruptions. The authors provide some insights to sustain the performance of the maritime industries under study.

This study is part of the first research in the maritime industry that focuses on continuous improvement during COVID-19 using Lean Six Sigma and supply chain resilience.