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There is increasing evidence about the key role that intragroup conflicts have for teams’ performance and its members’ well-being. However, the existing measures in the Spanish-speaking context to address intragroup conflicts suffer from important theoretical and methodological flaws. In response, this study aims to provide a valid and reliable scale to measure intragroup conflicts in organizational settings: the Intragroup Conflict Scale in its 14-item version (ICS-14: Jehn et al., 2008).

In a cross-sectional survey design, the authors analyze the ICS’s internal consistency and reliability, factor solution and external validity by using a multilevel approach in a sample consisting of 588 workers nested in 55 production teams from a Spanish company.

Results indicated that the ICS-14 exhibited good Cronbach’s alpha (0.62-0.95), omega (0.63-0.95) and multilevel alpha coefficient (0.82-0.98). In addition, in line with the theoretical conception of three types of intragroup conflicts, results from a multilevel confirmatory factor analysis revealed that a three multilevel-factor solution presented the best fit to the data. Finally, multilevel analyses also showed that intragroup conflicts are associated to burnout, engagement at work and perceived team’s quality of service, which provided additional support for using the ICS-14 in the Spanish context.

This study offers a reliable and valid measurement of intragroup conflict, considering the whole instrument and its different dimensions, which can be used to develop team strategies and evaluate the effect of specific interventions on conflict.

The authors validate the most recent 14-item version of the ICS-14 by applying a multilevel approach to a group-level construct that overcomes previous methodological flaws.

The purpose of this paper is to examine the role that conflict management styles play in the relationship between interpersonal conflict and workplace bullying.

A survey study was conducted among 761 employees from different organizations in Spain.

Results suggest that an escalation of the conflict process from task related to relationship conflict may explain bullying situations to some extent. Regarding conflict management, attempts to actively manage conflict through problem solving may prevent it escalating to higher emotional levels (relationship conflict) and bullying situations; in contrast, other conflict management strategies seem to foster conflict escalation.

The correlational design makes the conclusions on causality questionable, and future research should examine the dynamic conflict process in more detail. On the other hand, to the authors’ knowledge, this is the first study empirically differentiating interpersonal conflict and workplace bullying.

This study explores how conflict management can prevent conflict escalating into workplace bullying, which has important implications for occupational health practitioners and managers.

This paper aims to examine the relationship between self‐efficacy and the outcomes that individuals achieve when they manage conflict at work. The authors propose that self‐efficacy is related to performance following a positive linear or curvilinear model depending on the outcomes assessed (objective versus subjective outcomes) and the conflict setting considered (transaction versus dispute).

Two studies were conducted. Study 1 was a face‐to‐face transaction in which self‐efficacy was measured using a survey. In study 2, participants were involved in a dispute and their self‐efficacy was manipulated using a false feedback technique.

Results suggest that high self‐efficacy participants obtain better objective (economic/substantive) outcomes. However, there is a curvilinear relationship, in a U‐inverted shape, between self‐efficacy and subjective (relational) outcomes, indicating that an increase in self‐efficacy improves subjective outcomes, but there are certain levels at which self‐efficacy may be dysfunctional.

Recent controversial findings in research into the relationship between self‐efficacy and performance are addressed in these studies. The present paper is one of the first to explore the role of self‐efficacy in a dispute and to consider the effects of self‐efficacy on subjective outcomes. Practical implications are discussed in light of the results.

This paper aims to examine how organizational practices such as climate for conflict management (CCM) and high involvement work practices (HIWPs) reduce the negative consequences of workplace bullying (WPB) on work-related depression (WRD).

Data were collected from 468 full-time employees working in the financial sector in Türkiye by applying a student-recruited sampling strategy. The aforesaid relationships were assessed using SPSS AMOS 29.

The results indicated that WPB leads to WRD; however, this effect is alleviated by employee perceptions of strong CCM and the administration of HIWPs in workplace settings.

Collecting data from a single source poses the risks of self-report data bias; however, in the future, data may be collected from multiple sources to lessen this potential threat. The study was a cross-sectional study, which makes it hard to make casual inferences; longitudinal data would be more beneficial to establish casual associations.

Business owners and managers can draw from the study results to create a work environment perceived by employees to be fair when dealing with conflicts and the negative vices of bullying in workplaces. Also, organizations may administer practices that empower employees’ confidence and competence to deal with negative persecution in organizations.

Few studies, if any, have focused on examining the moderating effect of CCM and HIWPs in the association between WPB and WRD. Drawing upon conservation of resources theory, the study stands out as it tests the moderating effect of CCM and HIWPs in the connection between WPB and WRD. The findings contribute to the few available studies tackling organizational factors relevant to alleviating the negative consequences of WPB in organizations.