International Journal of Conflict Management: Volume 7 Issue 2

CONCERN FOR THE OTHER'S GOALS: KEY TO (DE‐)ESCALATION OF CONFLICT

Onne Janssen, Evert van de Vliert

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's…

ALTERNATIVES TO HAVING A BATNA IN DYADIC NEGOTIATION: THE INFLUENCE OF GOALS, SELF‐EFFICACY, AND ALTERNATIVES ON NEGOTIATED OUTCOMES

Joan F. Brett, Robin L. Pinkley, Ellen F. Jackofsky

Negotiators with a BATNA (best alternative to the negotiated agreement) obtain higher individual outcomes and a larger percentage of the dyadic outcomes than individuals without a…

AMBIGUITY AND CONFLICT MANAGEMENT STRATEGY

Ilana Ritov, Amos Drory

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…

FOSTERING CONSTRUCTIVE CONFLICT MANAGEMENT IN A MULTISTAKEHOLDER CONTEXT: THE CASE OF THE FOREST ROUND TABLE ON SUSTAINABLE DEVELOPMENT

Cathy Driscoll

The case of the Canadian Forest Round Table on Sustainable Development provides evidence of diverse stakeholder representatives managing their conflict through dialogue, informal…