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This paper aims to analyze the transferability of a conflict management model developed for business organizations to a temporary and international research project to serve as a support tool for internal communication and in case of conflict.

The authors analyze the transferability of a conflict management model that was initially developed for business organizations to an international, inter-organizational and temporary research project that is third-party funded. Using a case study, a participatory approach is applied with both qualitative and quantitative methods used.

The transferability is possible but only with the adaption of conflict prevention. The project’s international and inter-organizational structure further results in a need for decentralization of conflict management responsibilities and diversification of conflict management approaches. Time, financial resources and a high autonomy of cooperation partners limit the degree of participation in the design process.

The research is based on a case study. Research on comparative design processes are needed to verify or extrapolate findings and to help assess the impact of conflict management systems in other large research projects.

This paper contributes to the body of knowledge on conflict management systems. By implementing a conflict management system in a temporary, international and scientific project environment, this case study identifies contextual factors relevant for the system design and provides initial test results. As conflict management systems in research projects are not yet prominent, this adapted model of conflict prevention and management can benefit similar projects.

The purpose of the research is to develop methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system.

The fundamental platform of the research is the classic approach to evaluation of effectiveness of managerial practice in socio-economic system.

A methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system is developed; it envisages calculating the ratio of aggregate results (including advantages) from “conflict-free” development of systems to aggregate expenditures for management of conflicts. Successful approbation of this approach by the example of modern “conflict-free” socio-economic systems – Turkey and Japan – showed its readiness for practical application. The obtained results show that in Turkey in 2018 the effectiveness of development of “conflict-free” socio-economic system is acceptable (normal), as the value of the calculated Erbs index is in the interval (1,5;2), that is the results of managing the conflicts exceed the expenditures. In Japan in 2018, effectiveness of development of “conflict-free” socio-economic system is very high, as the value of the calculated Erbs index is in the interval (2;3) – that is, expenditures for management of conflicts are minimum, and results are very high.

Advantages of the developed methodological approach to evaluation of effectiveness of development of “conflict-free” socio-economic system, which emphasize perspectives of its practical application, are the detailed structure, variability, and universal character.

This chapter explores the adoption and implementation of a conflict management system (CMS) in a hospital setting. In particular, it uncovers the different motivations and challenges associated with a CMS across various stakeholders within the organization.

The chapter is based on qualitative research conducted in a large American hospital that adopted and implemented a CMS over the course of 15 months. The author conducted extensive interviews with stakeholders across the organization, including top management, union leaders, middle managers, clinicians, and frontline staff. Findings are also based on an array of observations, including stakeholder meetings and conflict management sessions.

The case study demonstrates the centrality of underexplored, generalizable, and industry-specific pressures that may lead organizations to reconsider their use of traditional dispute resolution practices and to institute a CMS. It also highlights the inherent organizational ambivalence toward the design and adoption, initiation and implementation, and routine use of a CMS and it documents the different types of outcomes delivered to various stakeholders.

The chapter provides a nuanced portrait of the antecedents to and consequences of the transformation of conflict management within one organization. It contributes to the existing body of research exploring the 30-year rise of alternative dispute resolution and CMSs in a growing proportion of firms in the United States. The use of an in-depth case-study method to examine this CMS experience offers a number of important insights, particularly regarding different stakeholder motivations and outcomes.

The purpose of the research is to classify conflicts in socio-economic systems.

It is determined that the existing narrow classifications of conflicts in socio-economic systems within various conceptual approaches partially cross and sometimes contradict each other – so they have to be systematized. For that, the methods of structural and functional analysis and analysis of causal connections are used, with the help of which the author determines criteria of classification of conflicts and their forms for obtaining the most precise system of their classification.

The expanded classification of conflicts in socio-economic systems according to such criteria as form of manifestation of conflict, level of manifestation of conflict, character of causes of emergence of conflict, source of conflict sources, sphere of management of conflict, and expected dominating consequences of conflict is offered. Due to this, it is possible to determine the type of conflict and to select the corresponding managerial measures.

The offered classification possesses the following advantages, as compared to the existing narrow classifications of conflicts in socio-economic systems within conceptual approaches to treatment of the essence of conflict. The first is universal character: the offered classification cannot be used as to all socio-economic systems. Due to this, it will be in demand by systems of various levels – regardless of their specifics. The second is connection to management: the offered classification allows determining the type of conflict and offers recommendations for its management. Due to this, classification of conflicts will be in demand by subjects of conflict management, which will allow increasing effectiveness of this management.

In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To suppress such behaviours, manufacturers need to implement conflict management systems. The purpose of this study is to examine the moderating role of conflict-learning capability (CLC) in the relationship between conflict management system and destructive behaviour. This study also investigates whether interactions between conflict management systems and CLC improve the overall channel performance.

Using survey data from 157 Japanese industrial manufacturers, this study conducted regression analyses and mediation analyses.

The results show that boundary and compensation systems have different effects on destructive behaviours. On the one hand, compensation systems with strong CLC have a larger impact, although those with weak CLC can also suppress destructive behaviours to some degree. On the other hand, boundary systems with strong CLC suppress destructive behaviours, but those with weak CLC do not. In addition, this study reveals that manufacturers with strong CLC can indirectly improve overall channel performance by implementing conflict management systems and suppressing destructive behaviours.

Previous studies reveal that boundary and compensation systems suppress destructive behaviours. However, these studies neglect the importance of organisational capability in the successful implementation of conflict management systems. By focusing on CLC, this study advances our understanding of dual distribution and channel conflict.

This study explores labor relations management behaviors of administrators and Party organizations in resource-based state-owned enterprises (SOEs) in China based on social exchange theory and embeddedness theory. It builds up a process model for managing collective labor conflicts in resource-based SOEs in the Chinese context.

A comparative case study is conducted using two resource-based SOEs with similar backgrounds but differing in effectiveness of the management of collective labor conflicts. Data are collected from interviews, archival sources and a one-month participatory investigation.

The administrators and Party organizations of resource-based SOEs manage collective labor conflicts by means of human resource practices (HRPs) and Party organizations' boundary-spanning behaviors (PBSBs), respectively; foremen and unions perform a mediation role, especially under circumstances where administrators employ high-performance HRPs and PBSBs are closely integrated with the production process. The marketization of the “new danwei system” exerts a “provocation effect” but does not necessarily lead to collective labor conflicts. The root cause of conflicts lies in the inherent defects of specific HRPs and PBSBs, as well as the absence of the Simmelian tie in the social exchange interaction of actors.

First, this study develops a new construct of PBSBs for enterprises' Party organizations and explores its underlying mechanisms, which enriches the range of actors studied in the context of Chinese labor relations; Second, the authors develop a new dimension called “exemplification” building on the existing three-dimensional structure of boundary-spanning behaviors, which expands boundary-spanning theory. Third, the findings that Simmelian tie structure could better maintain the stability of labor relationship in the mediation process of labor-capital conflict management enrich the social exchange theory from the perspective of structure. Finally, this study deepens the existing research on HRPs by proposing a new explanation for disputes.

This research paper aims to present the critical managerial issues and a self‐assessment system of conflict management in client‐supplier collaborative new product development (NPD) environment.

Critical managerial issues and success factors for conflict management in client‐supplier collaborative NPD were first identified. A self‐assessment process and associated methodologies were then established. With the development of a prototype self‐assessment system, the proposed self‐assessment methodologies and process were validated in industry.

A total of 13 critical factors for conflict management in client‐supplier collaborative NPD environment were identified. Based on the hierarchy model of the factors, a self‐assessment system and process, called PAIR, was established. The proposed self‐assessment system and process was developed and validated with six companies with positive results.

Conflict is an inevitable phenomenon in client‐supplier collaborative NPD, which affects NPD performance in terms of product quality, meeting of target delivery schedule and development cost. The developed system and process enables clients and suppliers to assess their conflict management practices and identify improvement areas. It provides a platform for the collaborating parties to continually improve their conflict management and in turn NPD performance.

This article presents a case study describing the development, structure and operation of a comprehensive system for managing conflicts in a Norwegian city hospital. This was done in an effort to further develop the dispute mechanisms available in the hospital and to strengthen the management skills of clinical leaders and managers in general. By changing the ways managers and professionals handle their disputes, the hospital hopes to reduce the cost of conflicts and realize its benefits. The new conflict management system includes new procedures for managers and professionals to process disputes. The design process of the new system was framed according to an action research approach characterized by creating change through dialogue and the use of local expertise.

This chapter reports on attempts to develop a more integrated and strategic approach to managing conflict within a large state-owned provider of healthcare in the United Kingdom that goes beyond more conventional offerings such as workplace mediation.

It adopted a detailed four-stage mixed-methods organizational case study approach, with the findings reported here drawing primarily on semi-structured interviews with a range of stakeholders, including line managers.

The data suggest that a systematic and integrated approach to identifying conflict and a range of coordinated interventions involving key organizational stakeholders can begin to embed a culture of resolution. There is resistance to such innovation, however, rooted in perceptions that it potentially weakens the authority of front-line managers.

The research reported here provides the first UK evidence for the adoption of an Integrated Conflict Management System and for the potential of such strategic choices and approaches to effect culture change in the manner sought by policy-makers.

There has been considerable research into different approaches to workplace dispute resolution in the United States (US), the United Kingdom (UK), and to a lesser extent other English-speaking countries. This chapter considers what guidance this research can provide into the practical implications of these different approaches.

One frame of reference for evaluating different approaches to workplace dispute resolution is provided by Budd’s three objectives of the employment relationship: equity, voice and efficiency.

While dispute resolution procedures can contribute to all three objectives, there can be negative consequences for employees who make use of formal workplace dispute resolution procedures. It is desirable that workplace disputes be resolved quickly and informally.

Such an approach places considerable weight on the skills of line managers. Unfortunately, there is evidence of a preference among line managers to replace pragmatic approaches to conflict resolution with a rigid adherence to process and procedure. This is partly due to a lack of skills, but is often compounded by inadequate support from senior management.

While it is important for organisations to have formal workplace dispute resolution procedures, the focus should be on line managers. The role of human resources staff and senior management should primarily be to monitor the dispute resolution system, ensure that it is operating effectively and deal with any emerging issues. They should ensure appropriate training is in place and provide appropriate support to line managers. Only when line managers have failed to resolve disputes should they become directly involved.