Competitive and cooperative conflict communication climates: The influence of ombuds processes on trust and commitment to the organization

Abstract

Purpose

This paper seeks to explore the role of ombuds processes on commitment and trust to the organization.

Design/methodology/approach

This research is framed by and builds on theories about cooperation‐competition, procedural justice, and third party intervention (ombudsman processes) in managing organizational relationships. Data for this study come from semi‐structured longitudinal interviews with 45 participants (138 interviews total) during active pursuit of a grievance through the ombuds process.

Findings

Organizational commitment and trust are fluid processes created through symbolic interaction with organizational actors. Interaction with these actors, over time, influences commitment to the organization.

Research limitations/implications

This study reports on the perspective of the person pursuing the grievance through one ombuds office. Future research should explore perspectives of both parties and in different organizational contexts.

Practical implications

The use of ombuds processes to manage conflicts may restore trust and commitment in the organization. Key to this is the use of processes that demonstrate fair procedures and effective communication by high status organizations actors.

Originality/value

This paper provides new insight into the effects of conflict and conflict management in organizations and is of value to organizational leaders, managers, ombudspersons, and other conflict management specialists.

Citation

Harrison, T.R. and Doerfel, M.L. (2006), "Competitive and cooperative conflict communication climates: The influence of ombuds processes on trust and commitment to the organization", International Journal of Conflict Management, Vol. 17 No. 2, pp. 129-153. https://doi.org/10.1108/10444060610736611