团队内冲突对团队决策质量和满意度影响的实证研究

Conflict is a pivotal variable influencing team decision performance. This article reviewed literature on intragroup conflict and studied how different types of conflicts affect perceived team decision quality and satisfaction. We conducted a survey on 156 managers and found that the task-relationship conflict dimensions are also valid in the Chinese context. We also found that both task conflict and relationship conflict are negatively related to team members’ decision satisfaction. Relationship conflict acts as a mediator between task conflict and decision satisfaction. __________ Translated from Guanli pinglun 管理评论 (Management Review), 2007, 19(7): 10–15     

How Do Chinese Firms Deal with Inter-Organizational Conflict?

Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the relationship between ethical leadership and TC. Managerial implication in terms of creating sound buyer–supplier relationship through an ethical perspective is discussed.     

Stakeholder-Defined Corporate Responsibility for a Pre-Credit-Crunch Financial Service Company: Lessons for How Good Reputations are Won and Lost

This paper presents a study that identifies a stakeholder-defined concept of Corporate Responsibility (CR) in the context of a UK financial service organisation in the immediate pre-credit crunch era. From qualitative analysis of interviews and focus groups with employees and customers, we identify, in a wide-ranging stakeholder-defined concept of CR, six themes that together imply two necessary conditions for a firm to be regarded as responsible—both corporate actions and character must be consonant with CR. This provides both empirical support for a notable, recent theoretical contribution by Godfrey (in Acad Manag Rev 30:777–798, 2005) and novel lessons for reputation management practice.     

Stakeholder Salience Revisited: Refining,Redefining, and Refueling an Underdeveloped Conceptual Tool

This article revisits and further develops Mitchell et al.’s (Acad Manag Rev 22(4):853–886, 1997) theory of stakeholder identification and salience. Stakeholder salience holds considerable unrealized potential for understanding how organizations may best manage multiple stakeholder relationships. While the salience framework has been cited numerous times, attempts to develop it further have been relatively limited. We begin by reviewing the key contributions of other researchers. We then identify and seek to resolve three residual weaknesses in Mitchell et al.’s (1997) framework, thereby strengthening its foundations for further development. We argue, first, that urgency is not relevant for identifying stakeholders; second, that it is primarily the moral legitimacy of the stakeholder’s claim that applies to stakeholder salience; and last, that the salience of stakeholders will vary as the degrees of the attributes vary. These insights inform revised definitions of stakeholder salience and legitimacy, and necessitate a new theoretical underpinning for the role of legitimacy. Finally, we present an extensive agenda for future research with the objective of refueling research in stakeholder salience.     

Managing conflict to improve the effectiveness of retail networks

Retailers are becoming involved with networks consisting of multiple firms in order to more effectively perform business activities such as supply chain management. This research develops and tests a framework outlining the effects of conflict in networks and how conflict management can mitigate and exacerbate these effects. A study of 81 simulated networks finds that inter-personal and task conflict have a negative effect on network member satisfaction and desire to be a member of the network. The use of a collaborative conflict management style has a positive effect on satisfaction and desire for continuity, but the effects of accommodative and confrontational styles depend on the level of inter-personal and task conflict present in the network.     

The Role of Emotions in Envisioning Outcomes in Conflict Analysis

A conceptual framework is proposed that accounts for the role of emotions in shaping conflict behavior. The isomorphism between the characteristics that define and drive conflict and those that engender emotions makes it feasible to reconcile emotions with current conflict analysis techniques. Building on Damasio's somatic markers hypothesis, the concept of possibility facilitates modeling the effects of emotion on the scenarios apprehended by the decision makers. Attention is focused on two subsets of the conventional set of feasible states, the hiddenstates that are invisible because of existing emotions (usually negative), and the possiblestates that are invisible because of missing emotions (usually positive). These new concepts can be incorporated within the Graph Model for Conflict Resolution. A model of the confrontation between the United States and North Korea over nuclear weapons demonstrates that the new concepts can simplify analysis and make new predictions that are consistent with the actual unfolding of events. Our main goals are to draw attention to the centrality of emotion in conflict and to the need for research on the incorporation of emotions into conflict analysis and resolution methods.     

Conflict resolution strategies in joint purchase decisions for major household consumer durables: a cross‐cultural investigation

Previous studies on joint purchase decisions have investigated the types of conflict resolution strategies used by spouses, the usage frequency of different conflict resolution strategies, and the effects of demographics and various other variables, on the uses of conflict resolution strategies. Despite efforts to address this largely unexplored area, the role that culture plays in the use of conflict resolution strategies has been significantly ignored. Using a cross‐cultural perspective, this study addresses the gap in our understanding of the joint purchase decisions in the family by examining how husbands and wives of three ethnic groups in Britain – British Whites, Indians and African Blacks – use different conflict resolution strategies while jointly purchasing major household consumer products. The total sample comprised 583 husbands and wives of British White, Indian and African Black origin residing in London and Manchester in Britain. Our results showed that three conflict resolution strategies are used by both husbands and wives: bargaining, assertiveness and playing on an emotion. In addition, disengagement emerged as a strategy for husbands, whereas supplication emerged for wives. The study presented in this paper also provides substantial evidence of differences in the use of conflict resolution strategies by husbands and wives from the three ethnic groups, which greatly improves our knowledge on a cross‐cultural perspective of joint purchase decisions.     

The Impact of Communication on Conflict between Expatriate and Local Managers Working in NPD Projects of MNC Subsidiaries: A Local Perspective

This study investigates the impact of communication between expatriate and local managers on two types of conflict in subsidiaries of multinational companies (MNCs) engaged in new product development (NPD). The data was collected from 438 local NPD managers who regularly collaborate and communicate with expatriate managers. The findings suggest that the quality and bidirectionality of cross-cultural communication reduce relationship conflict but increase task-related conflict. In addition, a more formalized communication style increases both relationship conflict and task conflict. The findings hold implications for MNCs in that improvements to different communication dimensions are suggested.     

Effects of relationship climate, control mechanism, and communications on conflict resolution behavior and performance outcomes

In this two-year study we develop and test a comprehensive model of conflict management. The conceptual model commences by demonstrating the importance of channel members’ past history of interactions as ‘setting the stage’ for members’ present ability to interact, that is, communicate, resolve conflict disputes, and ultimately, culminate in performance outcomes (financial as well as relational). In effect, we track the full gamut of conflict management related constructs in the conceptual model, from antecedent conditions to the consequents of conflict management. Empirical results, utilizing a sample of 282 retailing agents affiliated to a large North American supplier (principal) across two years, indicate strong evidence for fourteen of the eighteen hypotheses drawn from our conceptual model. Specifically, among other effects, data reveal that past history of cooperative versus conflictive orientations and bureaucratic versus trust-based governance mechanisms significantly influence the communication strategies adopted, which in turn determine whether the distributive or integrative conflict resolution behaviors are adopted. Further, the choice of conflict resolution behaviors adopted commensurately influences relational performance, and the type of communication strategy adopted influences financial performance. The paper concludes with a series of managerial implications and an agenda for future research.     

Business,peace, and world politics: The role of third parties in conflict resolution

With the growing role of the private sector in global politics comes increasing challenges and opportunities, an example of which is conducting business in pre- and post-conflict environments. While the extant business literature discusses the work these actors can do to reduce tensions in conflict zones, the role of these actors is notably absent in studies of conflict resolution. In this article, I offer an overview of the findings on conflict resolution processes by scholars in the field of political science. I then draw from business scholarship and offer an overview of the positive contributions the private sector can and does make toward peace. I conclude by highlighting the problems of having disjointed approaches and offering a conceptual framework for how these distinct approaches can be combined to generate a more comprehensive understanding of conflict resolution.     

高管团队价值观、团队氛围对冲突的影响

文章实证分析了高管团队成员的社会价值观和团队氛围对冲突的影响。结果表明,高管团队的绩效观和集体主义观与任务冲突有正向联系,集体主义观异质性和绩效观异质性抑制任务冲突,利己权力观异质性引起任务冲突。研究发现高管团队开放性和信任构成的团队氛围与任务冲突有正向联系,总经理的集体主义导向与任务冲突正相关。研究没有发现价值观与关系冲突联系的直接证据,关系冲突更可能与情绪因素相联系。     

Investigating the Relationship Between Protestant Work Ethic and Confucian Dynamism: An Empirical Test in Mainland China

This study examined the relationship between the Protestant Work Ethic (PWE) and Confucian Dynamism in a sample of 1,757 respondents from several provinces in mainland China. Mirels and Garrett’s (J Consult Clin Psychol 36:40–44, 1971) PWE Scale and Robertson’s (Manag Int Rev 40:253–268, 2000) Confucian Dynamism Scale were used to measure the work ethics. The 16 items of the PWE Scale and eight items of the Confucian Dynamism Scale were initially subjected to a principal components analysis. Factor analysis produced four factors of the PWE, which were labeled as follows: hard work, internal motive, admiration of work itself, and negative attitude to leisure; and three factors of the Confucian Dynamism, which were labeled: long-term orientation, short-term orientation, and guanxi orientation. The results of a multiple regression analysis indicated that all the dimensions of PWE were positively related to Confucian Dynamism, but negatively to guanxi orientation. The results also indicated that three PWE dimensions (“hard work,” “internal motive,” and “admiration of work itself”) were positively and significantly related to long-term orientation, but two of them were related negatively and significantly to the short-term orientation of Confucian Dynamism. In addition, the results showed that the dimension—admiration of work itself—of PWE was significantly and negatively associated with the guanxi orientation, but significantly and positively to the short-term orientation.     

Anger in social conflict: Cross-situational comparisons and suggestions for the future

This paper reviews research on the role of anger in conflict. We distinguish between intrapersonal and interpersonal effects of anger, the former referring to the impact of parties’ feelings of anger on their own behavior and the latter referring to the impact of one parties’ anger on the other’s behavior. We further compare the effects of anger across a variety of conflict settings, including negotiation, ultimatum bargaining, prisoner’s dilemma, resource dilemma, and coalition formation. At the intrapersonal level, anger is associated with competition in all conflict settings. In contrast, the interpersonal effects of anger differ across situations, with anger sometimes eliciting cooperation, sometimes eliciting competition, and sometimes having no effect. Based on the research reviewed, we conclude that the interpersonal effects of anger in conflict are determined by the level of interdependence of the parties, their information processing tendencies, and the justifiability of the anger expressions. Preparation of this paper was facilitated by a Veni grant from the Netherlands Organization for Scientific Research (NWO 451–05–010) awarded to Gerben A. Van Kleef.     

Advances in Drama Theory for Managing Global Hazards and Disasters. Part I: Theoretical Foundation

Global risk and disaster management challenges are complex and ill-structured group decision processes characterized by time-sensitive, multi-faceted, and self-organizing negotiations, high decision stakes, extreme uncertainty, and dynamic, value-laden tradeoffs. Drama theory asserts that conflict resolution requires players to engage in a rational-emotional process of re-defining both the game and their “positions” in it until agreement on a satisfactory resolution is reached. While game theory has been widely applied to problems dealing with hazards, risk, and disasters, it assumes fixed players, options, and preferences, and hence does not allow for the re-definition of the conflict under consideration. Results show that drama theory constitutes a flexible and powerful tool for modeling group decision and negotiation processes involving natural, man-made, and health-related hazards, risk, and catastrophes in the post-911 security environment by modeling emotional responses that, throughout the course of a game, can lead to unanticipated reactions and change basic assumptions. This is achieved through the use of option boards to construct and analyze emergency, disaster, or crisis models that are structurally similar to game models. Finally, drama theory is compared and contrasted to conflict analysis, which developed from common roots in metagame analysis. The strengths and weaknesses of drama theory are critically evaluated in the context of global climate change and the mounting risk of a worldwide influenza pandemic.     

Evolution of entrepreneurship and organizational configurations at Zildjian, 1623�C2010

This work uses a case-based research approach and Siggelkow’s (Acad Manag J 47:125–159, 2002) four-phase organizational configuration model to analyze Zildjian’s evolutionary growth and entrepreneurial initiatives in the global music industry. Zildjian is a unique and well-respected cymbal manufacturer that originated out of Turkey in 1623 and continues to be a major force in the music instruments sector. Turkey was a growing market during the periods of 1700 and 1800 that helped Zildjian to become an increasingly successful company. This also led to creating 13 generations of a successful family business. The work discusses Zildjian’s 387-year family genealogy and its growth within the domains of entrepreneurship, organizational configurations, and strategic inertia. The work finds that behind Zildjian’s marvelous expansion and well-known cymbals, there is a tightly knit family firm that continues to operate like an entrepreneurial venture, dealing with thousands of artists, musicians, educators, orchestras, and bands worldwide. As of 2011, the company may not be a large multinational corporation but its business model is a classic addition to the international entrepreneurship literature. Staunchly traditional in its family business, Zildjian thrives as a privately held company and protects its closely guarded metallurgical formula. The significance of this work lies in its unique methodology within the evolution of Zildjian’s entrepreneurial growth and organizational configurations.     

Interorganizational Favour Exchange and the Relationship Between Doing Well and Doing Good

This article examines whether ethical business practice enhances financial performance with respect to interorganizational favour exchange. We argue that the link between the ethicality and economic utility of interorganizational favour exchange is governed by: (1) organizational–individual interest alignment/conflict and (2) the fairness or justifiability of favour exchanges from the perspective of third parties. We classify interorganizational (IO) favour exchange into four types (Business–Personal, Personal–Business, Personal–Personal and Business–Business favour exchange). Our analysis shows that the first three types of favour exchange are unethical as they involve conflicts between organizational and individual interests in one or both participating organizations that negatively affect organizational value creation. The last type of favour exchange involves organizational–individual interest alignment in both participating organizations and positively affects the capacity of those involved in the exchange to create value. Favour exchanges of this fourth variety are ethically justifiable unless they unfairly damage the legitimate interests of third parties. In the latter case, these favour exchanges create the risk of negative third party reactions, which in turn affect the sustainability of the benefits of the favour exchanges to the focal group (the dyad). Our research results advance understanding of the ethical and economic implications of IO favour exchange, counter the prejudice against this behaviour in organizations, provide ethical guidance for management and business practice, and have implications for the relationship between doing well and doing good.     

冲突、社会资本与科研团队人才聚集效应

冲突与人才聚集效应的关系已引起学术界的探讨,但是,冲突与人才聚集效应的实证研究并未引起重视。本文以科研团队为分析对象,采用回归分析与调节效应检验等统计分析方法,研究冲突对人才聚集效应的影响,并分析社会资本对冲突与人才聚集效应之间关系的调节作用。研究表明,任务冲突对人才聚集效应具有显著正向影响,关系冲突对人才聚集效应具有显著负向影响。当进一步考虑社会资本的维度特征时,冲突对人才聚集效应的影响也将随着不同的维度特征呈现出内在的差异性。其中,结构资本水平越高,关系冲突与人才聚集效应之间的消极关系越强,而任务冲突与人才聚集效应之间的积极关系越强的结论未通过统计检验。此外,高水平的认知资本削弱了任务冲突与人才聚集效应之间的积极关系,弱化了关系冲突与人才聚集效应之间的消极关系。     

Trust types,distrust, and performance outcomes in small business relationships: the pharmacy–drug warehouse case

This study attempts to investigate the linkage among trust types, distrust, and relationship performance outcomes in the context of long-term supply agreement-type alliances between small business dyads. The results suggest a significant positive relationship among goodwill trust and risk-taking tendency, cooperation, satisfaction, and conflict resolution and a negative relationship between goodwill trust and transaction costs. Competence trust is found to have a positive relationship with cooperation, conflict resolution, and satisfaction and a negative relationship with transaction costs. However, no significant relationship is found between competence trust and risk-taking tendency. Distrust, on the other hand, is found to have a negative relationship with cooperation, satisfaction, and conflict resolution and a significant positive relationship with transaction costs with no effect on risk-taking tendency.     

The role of trust in buyer-seller conflict management

The present study merges work in the interpersonal relationship and buyer-seller literature to address how trust interacts with attributions to impact the effect of partner communication on conflict resolution perceptions in buyer-seller relationships. Understanding the processes underlying conflict resolution is important given that conflict is inherent in relational exchange and that conflict resolution is related to investments, satisfaction, and commitment. Results of the present research suggest that partner use of editing in communication (the ability to self-censor overreaction to negative behavior) influences conflict resolution efficacy of response through the process of responsibility attribution. Further, the combined influence of attribution of partner blame and trust is important in understanding conflict resolution efficacy of response.