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To examine the effect of negotiation training and conflict management styles on the relations between third‐party actors involved in international peacekeeping situations, we analyze data from a sample of Dutch military peacekeepers on missions between 1995 and 1999 (N = 850). We predict and find, contrary to the traditional “contact hypothesis” (Allport, 1954), that peacekeepers' contact with Non‐Governmental Organization (NGO) workers was positively associated with conflict between them, and this increased if the peacekeeper possessed an avoiding conflict management style. When sufficiently trained in negotiations, peacekeepers who had intensive contact with NGO personnel and possessed a dominating conflict management style were less likely to become personally involved in conflicts with NGO workers. Implications for conflict management and training are discussed.

We consider how the commercialization of social ventures may result from their founders’ personal experiences of commercial organizing. Building on theories of individual imprinting, we theorize that the commercialization of social ventures is influenced by two types of commercial experience: parental imprinting from the commercial work experience of a founder’s parents, and work imprinting from a founder’s professional experience within for-profit organizations. We find support for our theory based on analysis of a novel dataset of over 2,000 nascent social ventures and their founders. We further find that the marginal effects of additional work imprinting from a founder’s commercial experience decline with the longevity of this experience. We discuss implications of our findings for literatures on social ventures, imprinting, and hybrid organizations.