International Journal of Conflict Management

Cross-cultural differences in conflict management: An inductive study of Chinese and American managers : Table of Contents

Lorna Doucet, Karen A. Jehn, Elizabeth Weldon, Xiangming Chen, Zhongming Wang — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures. Design/methodology/approach – Inductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used. Findings – Results show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral lesson is an important element. For American managers alone, hostility and vengefulness are important elements. Results suggest that both cultures acknowledge avoidant approaches, but the underlying intentions for Americans alone are associated with a lack of confidence. Research limitations/implications – Results are based on one conflict scenario and the participants are managers working in mainland China. These factors may limit the generalizability of the results. Practical implications – The findings of this paper suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations in different cultures. Originality/value – The authors present new concepts for potential inclusion in a comprehensive model of conflict management. The authors illustrate the value of using an inductive approach to improve our understanding of conflict management across cultures.

Negotiation role-play exercise: “what's in a name?”: Conflict over naming a stadium : Table of Contents

Joseph Loersch, William Ross — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to describe a classroom negotiation exercise. A case involving controversy over the naming of a sports stadium containing a university football field and track is described. A local municipality, representing veterans groups, negotiates with university officials over a university plan to rename “Veteran's Memorial Stadium” after a recently-retired football coach. Design/methodology/approach – The negotiation activity is adapted from an actual case. It requires little advance preparation and can be used with either pairs or small groups of participants. “Teaching notes” provide instructions for using the activity. Findings – The “Teaching Notes” examine how this controversy illustrates several concepts related to conflict, integrative bargaining, power and negotiating on behalf of constituents. Originality/value – The case differs from many published cases in that one side's position is apparently rooted in values and matters of principle whereas the other side's position is interest-based. The student must grapple with these dynamics, while seeking an integrative solution to the issues.

The impacts of leadership on workplace conflicts : Table of Contents

Olivier Doucet, Jean Poitras, Denis Chênevert — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez-faire) on both the level and the nature of workplace conflicts (cognitive and relational in nature). Design/methodology/approach – Data are collected from hospital employees in Canada. A total of 1,031 completed questionnaires are received, representing a response rate of 46 percent. The hypothesis is tested using confirmatory factor analyses and multiple regressions. Findings – The results indicate that the two conflict dimensions do not derive completely from the same mechanisms, since only two out of the eight leadership dimensions evaluated influence both cognitive and relational conflicts. On the one hand, inspirational motivation has a negative impact on cognitive conflicts while intellectual stimulation and passive management by exception seem to foster it. On the other hand, inspirational motivation and individualized consideration negatively influence relational conflicts whereas management by exception-active and management by exception-passive impact it positively. Research limitations/implications – The sample comprises a single organization and the data are collected at one point in time. Also, the model's variables are assessed by the same source (employees). Practical implications – The results of this research highlight the importance of a supervisor's ability to introduce a common vision and demonstrate individualized consideration to reduce workplace conflict during periods of organizational change. Originality/value – Although researchers stress that conflict management represents an important role for leaders, very few empirical studies have examined how leadership influences workplace conflicts.

When your heart isn't smart: How different types of regret change decisions and profits : Table of Contents

Susan K. Crotty, Leigh Thompson — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore the decision-making implications of “regrets of the heart” versus “regrets of the head” in economic decision making. Design/methodology approach – The phenomenon in three empirical studies is examined. Study 1 is a protocol analysis of people's “regrets of the heart” and “regrets of the head”. Study 2 uses the same recall prompt and examined decision makers' choices in an ultimatum bargaining game. Study 3 tests regrets of heart versus the head in an interactive face to face negotiation setting. Findings – Overall, it is found that people who were prompted to recall a time in which they regretted “not following their heart” were more likely to recall situations in which they experienced a loss or lost opportunity compared to people who recalled a time when they regretted “not following their head”. Recalling a regret of the heart prompts decision makers and negotiators to put a greater value on maintaining relationships and avoid loss in an interpersonal exchange situation. Research limitations/implications – These findings contribute to the literature on how emotions affect economic decision making and provide a more nuanced examination of regret. Practical implications – Focusing on “regrets of the head” may lead to greater economic gains in economic decisions. Originality/value – This article examines a different type of regret and demonstrates how this type of regret impacts economic decision-making behavior.

Humor as a relationship-building tool in online negotiations : Table of Contents

Terri R. Kurtzberg, Charles E. Naquin, Liuba Y. Belkin — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore the role of humor in online negotiations and assess whether humor can act as a bridge for the otherwise relationship-poor experience of negotiating via e-mail. Design/methodology/approach – Two experimental studies are conducted, using 122 executive MBA students and 216 MBA students respectively. Findings – Study 1 demonstrates that beginning an e-mail transaction with humor results in: increased trust and satisfaction levels; higher joint gains for the dyad; and higher individual gains for the party who initiated the humorous event. Analyses reveals that it is the exploration of compatible issues (as opposed to effective tradeoffs) – that increased the level of joint gain. Study 2 demonstrates that first offers in a purely distributive negotiation are more likely to be within the bargaining zone when e-negotiations are initiated with humor, and the resulting final settlements in the humor condition are also more equally distributed between parties (more of an “even split”) than are transactions without a humorous start. Research limitations/implications – The highly controlled laboratory setting (the classroom) limits the generalizability and encourages future research in a more real-world setting. Practical implications – Managers may benefit by making personal connections in the online realm before engaging in professional communications, such as strategically employing humor at the outset of e-mail negotiations. Originality/value – This is the first study to empirically explore the direct role of humor in online negotiations a controlled experimental setting, and find its positive effects on the negotiation process.