AMBIGUITY AND CONFLICT MANAGEMENT STRATEGY

Abstract

The effect of ambiguity is investigated with regard to the success of a venture on the initial choice of interpersonal conflict management strategy of the venture's initiator. In the experiments reported here, subjects were asked to imagine a hypothetical situation in which the decision‐maker, in a capacity as an organization member, seeks the use of an organizational resource in order to initiate the venture. The conflict arises as another member of the organization also lays claim to the same resource. Subjects, taking on the role of the decision‐maker, show more collaboration in managing the conflict when experts disagree about the probability of successful outcome of the venture. Similar inclinations are revealed when the possible long‐term adverse consequences of the conflict are made explicit. These findings support the interpretation of ambiguity effect in terms of increased loss aversion due to personal responsibility.

Citation

Ritov, I. and Drory, A. (1996), "AMBIGUITY AND CONFLICT MANAGEMENT STRATEGY", International Journal of Conflict Management, Vol. 7 No. 2, pp. 139-155. https://doi.org/10.1108/eb022779