International Journal of Conflict Management: Volume 21 Issue 4

Using power to affect performance in China: Effects of employee achievement and social context

Dean Tjosvold, Haifa Sun

Researchers interested in the positive side of power and managers seeking to develop a resourceful workforce seek to understand the conditions under which managers use their power…

The psychosocial costs of conflict management styles

Greg A. Chung‐Yan, Christin Moeller

The purpose of this paper is to examine the interactive effect of interpersonal conflict at work and adopting an integrating/compromising conflict style on workers' psychosocial…

The role of face in the decision not to negotiate

Edward W. Miles

Implicitly, the negotiation literature has generally assumed that, if economic gains are sufficient, individuals will negotiate. However, recent research has begun to consider the…

Conflict escalation in dyads with a history of territorial disputes

Karen K. Petersen

Building on the steps to war model, this paper seeks to examine the impact that territorial Militarized Interstate Disputes (MID) have on the time it takes a dyad to go to war…

Testing relationships between personality, conflict styles and effectiveness

John E. Barbuto, Kelly A. Phipps, Ye Xu

The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given the…