International Journal of Conflict Management: Volume 22 Issue 4

Mental contrasting promotes integrative bargaining

Dan Kirk, Gabriele Oettingen, Peter M. Gollwitzer

This paper aims to test the impact of several self‐regulatory strategies on an integrative bargaining task.

Is too much cognitive conflict in strategic decision‐making teams too bad?

Satyanarayana Parayitam, Robert S. Dooley

Past research on strategic decision making has emphasized the influence of cognitive conflict and affective conflict on the decision outcomes. Early researchers demonstrated that…

Leaders' fairness and followers' conflict handling style: The moderating role of need for cognitive closure

Mauro Giacomantonio, Antonio Pierro, Arie W. Kruglanski

The present paper aims to identify an important moderator of the effect of leader's fairness on the conflict handling style adopted by followers. Based on the uncertainty…

Intra‐role conflict and the selling decision: The case of Taiwan's life insurance industry

Lu‐Ming Tseng

In the personal selling industry, it is particularly difficult for salespeople to manage a conflict of interest that exists between the company and customers. The purpose of this…

The evaporating cloud: a tool for resolving workplace conflict

Mahesh Gupta, Lynn Boyd, Frank Kuzmits

This article has two purposes. The first is to synthesize the important current concepts, definitions, and styles of resolving and/or managing workplace conflicts. The second is…