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The purpose of this study is to extend Bippus and Young’s (2005) study and examine the effectiveness of the “I-you,” “I,” “You,” “We,” “But” and Question-based “Why” statements from Winer’s (2021) verbal coding program of conflict management using Bandura’s (1977) social learning theory (SLT).

Mixed methods were used using 175 university students from Texas and New York. A cross-sectional convenience sampling approach was conducted. Survey data was collected using Qualtrics.

Descriptive results demonstrated that the “We” statement was the most passive, the “I-you” statement was the most assertive and the “But,” “I,” “You” and Question statements were perceived to be aggressive. In addition, assertive “I-You” statements were perceived to be more effective in resolving the conflict and maintaining a relationship, whereas aggressive statements were less likely to resolve the conflict and maintain the relationship. Qualitative themes also support the “I-You” statement as the most assertive, while the “But,” “You” and “I” statements were found to be the most aggressive statements.

Implications and applications are discussed to stimulate future research among researchers and practitioners when addressing conflict. Being aware of the verbal statements that de-escalate conflict may be helpful in solving conflict in interpersonal, family and professional relationships. Future trainings can adopt effective verbal statements to resolve conflict when experiencing anger issues. Future research can continue to investigate verbal communication statements using SLT to help practitioners and managers address conflict in interpersonal relationships.

This study examines verbal statements in relation to communication styles and conflict management.

The purpose of this paper is to understand how experienced copreneurs of small family business (SFB), as the smallest unit and heart of their family business (FB), may create work-life balance (WLB). Copreneurs evince highly intertwined life-domains and often struggle to respite while managing their high business demands.

In this couple interview study with 18 experienced copreneurial couples of SFBs (N = 36), we investigated strategies copreneurs use to create their WLB by merging a resource perspective (Hobfoll, 1989) with the concept of WLB crafting (Sturges, 2012).

A key strategy in copreneurial couples was the structural establishment of microdomains, such as periods of personal resource recreation within a macrodomain (e.g. work) via individual physical and cognitive WLB crafting. Copreneurs used relational WLB crafting with a strong emphasis on seeking support and mainly to protect their microdomains by relying on their spouses as boundary keepers. Women more often expressed the importance of health and time for respite, as cognitive WLB crafting, and they were more active in creating (joint) recovery opportunities. Dyadic WLB crafting strategies were used when goal congruency for work or private activities was high.

This research applies WLB crafting research to the smallest unit of SFBs, namely copreneurs. The study provides in-depth insights into the strategies copreneurs of SFB use to create a satisfying WLB.

Efforts to increase sustainability are increasingly being promulgated using non-state forms of governance. Currently, there are multiple multi-stakeholder initiatives (MSIs) working to develop sustainability standards and metrics for US agriculture. These include: LEO-4000, Field to Market, and the Sustainability Consortium. Using Paul Thompson’s (2010) tripartite sustainability framework, the proposed sustainability standards and metrics of the three MSIs are assessed. Our findings indicate that the current political economic stakeholder nexus is producing incremental adjustments to the status quo of industrial agriculture. Put differently, the standards and metrics being produced by these initiatives are largely advancing programs of sustainable intensification in which sustainability is equated with increasing resource efficiencies. Hence, our research problematizes the efficacy of non-state governance approaches for transformative change in food and agriculture. The findings in this chapter are based on fieldwork conducted between 2011 and 2013.

Internationally, management in medicine has become a topical issue in health care research and policy. Against this background, the purpose of this paper is to examine the changing role of doctors in the management of German hospitals.

The paper is based on a literature review on the one hand, explorative research drawing on field document and expert interviews, on the other. In the light of basic assumptions of neo-institutionalist and contingency theory, major developments regarding the relationship between medicine and management in Germany are sketched.

In the German health care sector, the importance of management in medicine is generally increasing, with more managerial (administrative) functions included in the clinicians’ activity. However, the current situation proves complex. On the one hand, there is more management within medicine, materializing, e.g. in further education schemes embracing economic training or in a general expectation that physicians striving for higher ranks within a hospital's hierarchy should exhibit economic knowledge. On the other hand, the authors see a hesitant attitude of the medical profession toward a greater involvement in management. In addition, policies of hospital owners affecting management roles prove diverse. They range from organizing medical departments as autonomous profit centers to ensuring strong hierarchical control by top management, with this entailing different demands regarding a doctor's managerial skills. Due to the advent of powerful non-clinician managers in part of the sector, moreover, medics are losing influence at top level. Altogether, there seems to be a polarization within the hospital system concerning the role of doctors in hospital management. This, to some extent, sits uneasy with key propositions from neo-institutionalist and contingency theory.

The paper retraces general developments concerning the involvement of German hospital doctors in management. Given the paucity of research in this field, it provides preliminary insights on the dynamics that influence the way and degree of this involvement. The major result is that there is structural polarization within an environment which, though streamlining both institutional mind-maps and organizational structures, leaves considerable discretion to the organizational level.

Increasingly, companies see mergers and acquisitions as a strategic tool and expect to benefit from synergies – improvements in competitiveness, customer value, or product innovation – that can be achieved by integrating two entities. This added complexity means executives have a more difficult task trying to identify, value, and negotiate closure on attractive deals. Also, as investment banks pitch deals more aggressively, executives fear being trumped by competitors and thus feel more pressured to act. To improve the chances of success in merger and acquisition efforts, the authors offer suggestions for screening potential candidates strategically, setting the “right” price, and negotiating preemptively to outrun competitors.

The conditions that are constantly changing and transforming by digital technologies in today's world have forced businesses to think strategically and to comply with the rules and processes of strategic management. Technologies, such as the internet of things, cloud computing, artificial intelligence, and big data, especially in the Industry 4.0 ecosystem, cause some conflicts or constructive and destructive effects on the management approaches and management strategies of businesses. Businesses need to understand these technologies and their effects to maintain their existence and manage their resources and capabilities effectively and strategically. In this chapter, it is aimed to examine the conflicts with destructive and constructive effects of digital technologies on the strategic management of enterprises. For this purpose, the literature was searched qualitatively, and a conceptual study was carried out. At the beginning of the chapter, strategic management literature was researched, and strategic management approaches and views were examined. In the next part, digital technologies in the Industry 4.0 ecosystem are explained. In the last part, digital technologies and their impacts in terms of strategic management approaches (position approach, resource-based approach, and complementing views of resources-based approach) have been examined.