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In a multicultural context, this study aims to investigate the effect of ingroup versus outgroup categorization and stereotypes on residents' emotional and behavioral reactions in neighbor‐to‐neighbor conflicts. Based on the literature on the “black sheep effect”, the authors predicted that residents would actually be more irritated by ingroup than outgroup antagonists. Secondly, they predicted that reactions to deviant behavior by an outgroup antagonist would be shaped by the valence of stereotypes about the respective groups.

Residents with either a native‐Dutch or a Turkish background (n=529) completed a questionnaire on outgroup stereotypes, and responded to a conflict situation in which the ethnicity of an antagonist was manipulated between subjects.

Supporting the black sheep effect, results reveal that both native‐Dutch and Turkish residents reported more negative emotions towards an ingroup than an outgroup antagonist. In addition, when confronting an outgroup antagonist, stereotype negativity was related to more negative emotions and intentions for destructive conflict behavior.

The current study demonstrates that residents may actually get irritated more easily by ingroup than outgroup antagonists. Reactions to outgroup antagonists are further moderated by stereotype valence; negative outgroup stereotypes may lead to less tolerance towards outgroup antagonists and higher chances for conflict escalation.

This is the first paper in which evidence for the black sheep effect is obtained in a field study and simultaneously for majority and minority members. In addition, evidence is presented that emotions may mediate the influence of the antagonist's group membership on conflict behavior.

The last decades, neighborhood mediation programs have become an increasingly popular method to deal with conflicts between neighbors. In the current paper the aim is to propose and show that conflict asymmetry, the degree to which parties differ in perceptions of the level of conflict, may be important for the course and outcomes of neighborhood mediation.

Data for testing the hypotheses were based on coding all (261) files of neighbor conflicts reported to a Dutch neighborhood mediation program in the period from 2006 through 2008.

As expected, cases were more often about asymmetrical than symmetrical conflicts. Moreover, compared to symmetrical conflicts, asymmetrical conflicts less often led to a mediation session; the degree of escalation was lower; and, particularly in asymmetrical conflicts, a mere intake session already contributed to positive conflict outcomes.

Past research on the effectiveness of mediation programs mainly focused on cases in which a mediation session effectively took place. However, persuading parties to participate in a mediation session forms a major challenge for mediators. In fact, many cases that are signed‐up for mediation programs do not result in an actual mediation. The current study examines the entire mediation process – from intake to follow‐up.

Cultural minority employees often display higher rates of voluntary turnover than majority employees, which reduces organizations’ ability to benefit from diversity in the workplace. The purpose of this paper is to identify specific job domains which are responsible for this difference.

Study 1 compares actual turnover motives of voluntarily resigned minority and majority employees, based on seven job domains. Study 2 compares satisfaction with the same domains, and the subsequent relationship with turnover intentions, of remaining employees within the same organization.

The two studies provided consistent results, revealing that minority employees experience more negative social interactions in the workplace, and experience less opportunities for career advancement. Both factors are shown to be more predictive of turnover intentions as well as actual turnover decisions among minority employees.

This research makes use of a distinction between several broad job domains, two which are shown to predict turnover of minority employees. Future studies should focus on uncovering more specific factors involved in these two particular domains.

Based on the results, the authors advise organizations to pay specific attention to reducing negative social interactions between cultural groups and fostering inclusion, for example, through interventions aimed at intercultural leadership and establishing a strong diversity climate. These activities may also support career advancement of minority employees, but more specific interventions aimed at equality in career perspectives could also help reduce minority turnover.

This paper is the first to directly compare turnover motives and predictors of turnover intentions between majority and minority groups in the same organization.

This paper seeks to present findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study aims to examine changing people management practices as the case company undergoes industry‐typical strategic change to embark on explorative innovation and it seeks to argue that maintaining an organisational context conducive to innovation over time risks turning into a contest between management and employees, as both parties interpret organisational pressures from their different perspectives.

A single case study design is used as the appropriate methodology to generate in‐depth qualitative data from multiple organisational member perspectives.

Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises.

The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to mitigate the limitations.

The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline.

The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline.

Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective.