International Journal of Conflict ManagementTable of Contents for International Journal of Conflict Management. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1044-4068/vol/35/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInternational Journal of Conflict ManagementEmerald Publishing LimitedInternational Journal of Conflict ManagementInternational Journal of Conflict Managementhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/2e01d65b4dd41ce3ceb0ad8c1e0582fb/urn:emeraldgroup.com:asset:id:binary:ijcma.cover.jpghttps://www.emerald.com/insight/publication/issn/1044-4068/vol/35/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStrategic adaptability in negotiation: a framework to distinguish strategic adaptable behaviorshttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive strategies. Based on the literature on turning points, phase models and strategic negotiations, the authors developed an initial framework identifying five distinct strategic adaptations. To verify the framework, the authors analyzed two negotiation simulations with a diverse set of negotiation students. Negotiations were content-coded, and adaptations were labeled. The authors found a consistent pattern across two studies. Overall, 12% (study 1) and 18% (study 2) of all speaking turns were identified as strategic adaptations. The findings empirically confirmed four of their strategic adaptation types: adapt to deadlock, follow adaptation by opponent, adapt to priority of issue under discussion and adapt to new information on issue. Moreover, findings of this study revealed two new types of strategic adaptability: delayed adaptation to opponent and adapt to understand opponent. Study 2 additionally revealed that strategies vary with the negotiation phase, and negotiation outcome seems to benefit more from the constellation rather than the frequency of adaptations. Furthermore, lower-scoring negotiators tended to adapt to the opponent’s strategy instead of initiating a change in strategy. The findings of this study provide preliminary insights into how strategic adaptations unfold. These findings present future research opportunities to further test the framework's robustness, increase the knowledge of individual and cultural factors, explore the relationship with negotiation outcomes and develop educational interventions to enhance strategic adaptability.Strategic adaptability in negotiation: a framework to distinguish strategic adaptable behaviors
Henrike Heunis, Niels J. Pulles, Ellen Giebels, Bas Kollöffel, Aldis G. Sigurdardottir
International Journal of Conflict Management, Vol. 35, No. 2, pp.245-269

This study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive strategies. Based on the literature on turning points, phase models and strategic negotiations, the authors developed an initial framework identifying five distinct strategic adaptations.

To verify the framework, the authors analyzed two negotiation simulations with a diverse set of negotiation students. Negotiations were content-coded, and adaptations were labeled.

The authors found a consistent pattern across two studies. Overall, 12% (study 1) and 18% (study 2) of all speaking turns were identified as strategic adaptations. The findings empirically confirmed four of their strategic adaptation types: adapt to deadlock, follow adaptation by opponent, adapt to priority of issue under discussion and adapt to new information on issue. Moreover, findings of this study revealed two new types of strategic adaptability: delayed adaptation to opponent and adapt to understand opponent. Study 2 additionally revealed that strategies vary with the negotiation phase, and negotiation outcome seems to benefit more from the constellation rather than the frequency of adaptations. Furthermore, lower-scoring negotiators tended to adapt to the opponent’s strategy instead of initiating a change in strategy.

The findings of this study provide preliminary insights into how strategic adaptations unfold. These findings present future research opportunities to further test the framework's robustness, increase the knowledge of individual and cultural factors, explore the relationship with negotiation outcomes and develop educational interventions to enhance strategic adaptability.

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Strategic adaptability in negotiation: a framework to distinguish strategic adaptable behaviors10.1108/IJCMA-02-2023-0028International Journal of Conflict Management2023-08-01© 2023 Henrike Heunis, Niels J. Pulles, Ellen Giebels, Bas Kollöffel and Aldis G. Sigurdardottir.Henrike HeunisNiels J. PullesEllen GiebelsBas KollöffelAldis G. SigurdardottirInternational Journal of Conflict Management3522023-08-0110.1108/IJCMA-02-2023-0028https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Henrike Heunis, Niels J. Pulles, Ellen Giebels, Bas Kollöffel and Aldis G. Sigurdardottir.http://creativecommons.org/licences/by/4.0/legalcode
Foreign language effect in negotiations: negotiation language and framing effect on contract terms and subjective outcomeshttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to test negotiation outcomes when bilinguals negotiate in a foreign rather than their native language. Decision research on the foreign language effect indicates that bilingual individuals may be less susceptible to framing bias when using a foreign language because they make less emotional and biased choices. With increasing international business activity, there is a pressing need to examine the effect of language on bilingual negotiators. The authors tested the hypotheses using a two (task frame: gain vs loss) × 2 (language: foreign vs native) factorial design recruiting 246 Korean–English bilinguals. A negotiation simulation with three issues was used, and participants exchanged offers with a preprogrammed computer they believed to be a real counterpart. There was no significant interaction effect between framing and language on the offers made, but the framing effect was mitigated and nonsignificant for negotiators who used their foreign language. The interaction between framing and language conditions significantly affected negotiators’ positive emotions and satisfaction with the negotiation. The uniqueness of this paper is related to its effort to investigate the effect of negotiation language on a negotiator’s decision-making. Considering globalization and the increasing prevalence of international negotiations, this paper has implications for researchers and practitioners.Foreign language effect in negotiations: negotiation language and framing effect on contract terms and subjective outcomes
Jung Hyun Lee, Hillary Anger Elfenbein, William P. Bottom
International Journal of Conflict Management, Vol. 35, No. 2, pp.270-286

This study aims to test negotiation outcomes when bilinguals negotiate in a foreign rather than their native language. Decision research on the foreign language effect indicates that bilingual individuals may be less susceptible to framing bias when using a foreign language because they make less emotional and biased choices. With increasing international business activity, there is a pressing need to examine the effect of language on bilingual negotiators.

The authors tested the hypotheses using a two (task frame: gain vs loss) × 2 (language: foreign vs native) factorial design recruiting 246 Korean–English bilinguals. A negotiation simulation with three issues was used, and participants exchanged offers with a preprogrammed computer they believed to be a real counterpart.

There was no significant interaction effect between framing and language on the offers made, but the framing effect was mitigated and nonsignificant for negotiators who used their foreign language. The interaction between framing and language conditions significantly affected negotiators’ positive emotions and satisfaction with the negotiation.

The uniqueness of this paper is related to its effort to investigate the effect of negotiation language on a negotiator’s decision-making. Considering globalization and the increasing prevalence of international negotiations, this paper has implications for researchers and practitioners.

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Foreign language effect in negotiations: negotiation language and framing effect on contract terms and subjective outcomes10.1108/IJCMA-03-2023-0052International Journal of Conflict Management2023-09-01© 2023 Emerald Publishing LimitedJung Hyun LeeHillary Anger ElfenbeinWilliam P. BottomInternational Journal of Conflict Management3522023-09-0110.1108/IJCMA-03-2023-0052https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does injustice perception threaten organizational performance in the healthcare setting? A sequential mediation examinationhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to explore the role of perceived organizational injustice (POI) leading to workplace conflict in determining organizational performance (OP) among healthcare employees. This paper also examines the serial mediating effects of moral disengagement (MD) and knowledge hiding (KH). In all, 244 public and private hospital employees in Pakistan provided the data set. According to partial least squares-structural equation modeling findings, the negative association between POI and OP was serially mediated by KH and MD. The recovery process underlying the linkage between POI and OP is tested and highlighted in this paper as a first step in unraveling it. The findings highlight the significance of taking moral and KH models into account when attempting to understand the moral cognitive processes that employees go through when they see injustice. Organizations should guarantee the equitable distribution of incentives and resources, as distributive and procedural justices are concerned with organizations. By directing actions meant to prevent MD and KH, the findings may potentially inspire new, more focused treatments to safeguard patient safety and avoid losses in the healthcare industry. One way to reduce unethical conduct and MD is to have people declare or agree to a code of ethics.Does injustice perception threaten organizational performance in the healthcare setting? A sequential mediation examination
Mukaram Ali Khan, Jeetesh Kumar, Muhammad Haroon Shoukat, Kareem M. Selem
International Journal of Conflict Management, Vol. 35, No. 2, pp.287-308

This paper aims to explore the role of perceived organizational injustice (POI) leading to workplace conflict in determining organizational performance (OP) among healthcare employees. This paper also examines the serial mediating effects of moral disengagement (MD) and knowledge hiding (KH).

In all, 244 public and private hospital employees in Pakistan provided the data set.

According to partial least squares-structural equation modeling findings, the negative association between POI and OP was serially mediated by KH and MD. The recovery process underlying the linkage between POI and OP is tested and highlighted in this paper as a first step in unraveling it.

The findings highlight the significance of taking moral and KH models into account when attempting to understand the moral cognitive processes that employees go through when they see injustice. Organizations should guarantee the equitable distribution of incentives and resources, as distributive and procedural justices are concerned with organizations.

By directing actions meant to prevent MD and KH, the findings may potentially inspire new, more focused treatments to safeguard patient safety and avoid losses in the healthcare industry. One way to reduce unethical conduct and MD is to have people declare or agree to a code of ethics.

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Does injustice perception threaten organizational performance in the healthcare setting? A sequential mediation examination10.1108/IJCMA-05-2023-0100International Journal of Conflict Management2023-08-18© 2023 Emerald Publishing LimitedMukaram Ali KhanJeetesh KumarMuhammad Haroon ShoukatKareem M. SelemInternational Journal of Conflict Management3522023-08-1810.1108/IJCMA-05-2023-0100https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Conflict personalization: a systematic literature review and the development of an integrative definitionhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2022-0142/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestScholars and practitioners alike wish to understand what makes workplace conflict beneficial or injurious to, for example, performance and satisfaction. The authors focus on parties’ personal experience of the conflict, which is complementary to studying conflict issues (i.e. task- or relationship-related conflict). Although many authors discuss the personal experience of conflict, which the authors will refer to as conflict personalization, different definitions are used, leading to conceptual vagueness. Therefore, the purpose of this paper is to develop an integrative definition of the concept of conflict personalization. The authors conducted a systematic literature review to collect definitions and conceptualizations from 41 publications. The subsequent thematic analysis revealed four building blocks that were used to develop an integrative definition of conflict personalization. The authors developed the following definition: Conflict personalization is the negative affective as well as cognitive reaction to the self being threatened and/or in danger as a result of a social interaction about perceived incompatibilities. The integrative definition of this study enables the development of a measurement instrument to assess personalization during workplace conflict, paving the way for developing effective research-based interventions. Conceptual vagueness hampers theoretical development, empirical research and the development of effective interventions. Although the importance of conflict personalization is mentioned within the field of workplace conflict, it has not been empirically studied yet. This paper can serve as the basis for future research in which conflict issue and personal experience are separated.Conflict personalization: a systematic literature review and the development of an integrative definition
Lilian M. Hoogenboom, Maria T.M. Dijkstra, Bianca Beersma
International Journal of Conflict Management, Vol. 35, No. 2, pp.309-333

Scholars and practitioners alike wish to understand what makes workplace conflict beneficial or injurious to, for example, performance and satisfaction. The authors focus on parties’ personal experience of the conflict, which is complementary to studying conflict issues (i.e. task- or relationship-related conflict). Although many authors discuss the personal experience of conflict, which the authors will refer to as conflict personalization, different definitions are used, leading to conceptual vagueness. Therefore, the purpose of this paper is to develop an integrative definition of the concept of conflict personalization.

The authors conducted a systematic literature review to collect definitions and conceptualizations from 41 publications. The subsequent thematic analysis revealed four building blocks that were used to develop an integrative definition of conflict personalization.

The authors developed the following definition: Conflict personalization is the negative affective as well as cognitive reaction to the self being threatened and/or in danger as a result of a social interaction about perceived incompatibilities.

The integrative definition of this study enables the development of a measurement instrument to assess personalization during workplace conflict, paving the way for developing effective research-based interventions.

Conceptual vagueness hampers theoretical development, empirical research and the development of effective interventions. Although the importance of conflict personalization is mentioned within the field of workplace conflict, it has not been empirically studied yet. This paper can serve as the basis for future research in which conflict issue and personal experience are separated.

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Conflict personalization: a systematic literature review and the development of an integrative definition10.1108/IJCMA-09-2022-0142International Journal of Conflict Management2023-09-27© 2023 Lilian M. Hoogenboom, Maria T.M. Dijkstra and Bianca Beersma.Lilian M. HoogenboomMaria T.M. DijkstraBianca BeersmaInternational Journal of Conflict Management3522023-09-2710.1108/IJCMA-09-2022-0142https://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2022-0142/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Lilian M. Hoogenboom, Maria T.M. Dijkstra and Bianca Beersma.
Resolving conflict in interpersonal relationships using passive, aggressive, and assertive verbal statementshttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe 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.Resolving conflict in interpersonal relationships using passive, aggressive, and assertive verbal statements
Steve Winer, Leslie Ramos Salazar, Amy M. Anderson, Mike Busch
International Journal of Conflict Management, Vol. 35, No. 2, pp.334-359

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.

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Resolving conflict in interpersonal relationships using passive, aggressive, and assertive verbal statements10.1108/IJCMA-03-2023-0048International Journal of Conflict Management2023-09-06© 2023 Emerald Publishing LimitedSteve WinerLeslie Ramos SalazarAmy M. AndersonMike BuschInternational Journal of Conflict Management3522023-09-0610.1108/IJCMA-03-2023-0048https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mapping the knowledge base and theoretical evolution of workplace conflict outcomes: a bibliometric and qualitative review, 1972–2022https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to understand workplace conflict outcomes (WCO) literature and identify the research gaps by mapping its knowledge base and theoretical evolution. This study combines bibliometric and qualitative analysis and encompasses 1,043 Scopus-indexed documents published between 1972 and 2022. The bibliometric analysis used VOSviewer, Excel and Tableau software for descriptive statistics, citation and co-citation analyses of publication patterns, authors, documents and journals. The qualitative analysis critiqued main theoretical perspectives and topical interests. This study revealed a significant increase in literature after 2000, with authors representing 70 societies, primarily the USA, China, Australia, Canada and the Netherlands. Influential authors and their canonical articles were identified, including Jehn, De Dreu, Spector, Amason and Pelled. Highly cited articles focused on task, relationship, role and process conflict. Four main theoretical schools were categorized: conflict type paradigm, individual differences, conflict cooccurrence and conflict dynamics. Influential journals spanned psychology, management, negotiation and decision-making and business and marketing fields, including JAP, AMJ, ASQ, JM, JOB, AMR, IJCMA and OS. This study provides implications for future bibliometric analyses, theoretical and empirical studies, practitioners and society based on its quantitative and qualitative findings. To the best of the authors’ knowledge, this study represents the first bibliometric review of WCO literature, serving as a baseline for tracking the field’s evolution and theoretical advancements.Mapping the knowledge base and theoretical evolution of workplace conflict outcomes: a bibliometric and qualitative review, 1972–2022
Mengting Su, Parisa Rungruang
International Journal of Conflict Management, Vol. 35, No. 2, pp.360-386

This study aims to understand workplace conflict outcomes (WCO) literature and identify the research gaps by mapping its knowledge base and theoretical evolution.

This study combines bibliometric and qualitative analysis and encompasses 1,043 Scopus-indexed documents published between 1972 and 2022. The bibliometric analysis used VOSviewer, Excel and Tableau software for descriptive statistics, citation and co-citation analyses of publication patterns, authors, documents and journals. The qualitative analysis critiqued main theoretical perspectives and topical interests.

This study revealed a significant increase in literature after 2000, with authors representing 70 societies, primarily the USA, China, Australia, Canada and the Netherlands. Influential authors and their canonical articles were identified, including Jehn, De Dreu, Spector, Amason and Pelled. Highly cited articles focused on task, relationship, role and process conflict. Four main theoretical schools were categorized: conflict type paradigm, individual differences, conflict cooccurrence and conflict dynamics. Influential journals spanned psychology, management, negotiation and decision-making and business and marketing fields, including JAP, AMJ, ASQ, JM, JOB, AMR, IJCMA and OS.

This study provides implications for future bibliometric analyses, theoretical and empirical studies, practitioners and society based on its quantitative and qualitative findings.

To the best of the authors’ knowledge, this study represents the first bibliometric review of WCO literature, serving as a baseline for tracking the field’s evolution and theoretical advancements.

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Mapping the knowledge base and theoretical evolution of workplace conflict outcomes: a bibliometric and qualitative review, 1972–202210.1108/IJCMA-02-2023-0025International Journal of Conflict Management2023-09-05© 2023 Emerald Publishing LimitedMengting SuParisa RungruangInternational Journal of Conflict Management3522023-09-0510.1108/IJCMA-02-2023-0025https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How much conflict is too much? How frequent task conflict expressions affect angels’ reinvestment intentionhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this study is to understand the levels (i.e. mild vs intense) of task conflict (TC) expressions between angel investors and entrepreneurs at the post-investment stage and how it affect angel investors’ follow-on investment intentions with the same entrepreneur. Survey data was gathered from 71 angel investors in China. Mplus was used to test the proposed research model. This study found that angels perceive affective conflict (AC) when engaged in intense TC, unlike the case for mild TC expressions. Furthermore, the analysis shows that, unlike mild TC expressions, intense TC expressions impede angels’ reinvestment intentions when they perceive ACs. Other results indicate that when angels perceive that entrepreneurs are not open to coaching, the prominence of mild TC expression is sharply mitigated and becomes as detrimental as intense TC expressions. This study only focused on one specific aspect of the angel–entrepreneur post-investment relationship: The effect of their TC expressions on angels’ reinvestment intentions. By no means do the authors imply that TC expression in the angel–entrepreneur post-investment relationship is the only factor that matters to angel investors in their follow-on investment intentions with the same entrepreneur. The findings suggest that entrepreneurs should pay careful attention to TC that may arise between them and their financiers. TCs are not entirely detrimental, but their negative effect might depend on how they are expressed. An appropriate level of TC may also improve enterprise performance and collaboration. Thus, angels and entrepreneurs should set clear goals and performance standards, where task interactions mainly focus on the goals and expected outcomes. Prior to this study, little was known about whether all TCs potentially lead to ACs. By distinguishing between levels (i.e. mild vs intense) of TC expressions between angels and entrepreneurs, this study adds a novel aspect to it by showing that TC, in and of itself, does not necessarily lead to AC but can lead to AC once its intensity grows.How much conflict is too much? How frequent task conflict expressions affect angels’ reinvestment intention
Alexander (Degreat) Narh Tetteh, Qingxiong (Derek) Weng, Lincoln Jisuvei Sungu, Magdalene Zeinab Akosua Adams
International Journal of Conflict Management, Vol. 35, No. 2, pp.387-410

The aim of this study is to understand the levels (i.e. mild vs intense) of task conflict (TC) expressions between angel investors and entrepreneurs at the post-investment stage and how it affect angel investors’ follow-on investment intentions with the same entrepreneur.

Survey data was gathered from 71 angel investors in China. Mplus was used to test the proposed research model.

This study found that angels perceive affective conflict (AC) when engaged in intense TC, unlike the case for mild TC expressions. Furthermore, the analysis shows that, unlike mild TC expressions, intense TC expressions impede angels’ reinvestment intentions when they perceive ACs. Other results indicate that when angels perceive that entrepreneurs are not open to coaching, the prominence of mild TC expression is sharply mitigated and becomes as detrimental as intense TC expressions.

This study only focused on one specific aspect of the angel–entrepreneur post-investment relationship: The effect of their TC expressions on angels’ reinvestment intentions. By no means do the authors imply that TC expression in the angel–entrepreneur post-investment relationship is the only factor that matters to angel investors in their follow-on investment intentions with the same entrepreneur.

The findings suggest that entrepreneurs should pay careful attention to TC that may arise between them and their financiers. TCs are not entirely detrimental, but their negative effect might depend on how they are expressed. An appropriate level of TC may also improve enterprise performance and collaboration. Thus, angels and entrepreneurs should set clear goals and performance standards, where task interactions mainly focus on the goals and expected outcomes.

Prior to this study, little was known about whether all TCs potentially lead to ACs. By distinguishing between levels (i.e. mild vs intense) of TC expressions between angels and entrepreneurs, this study adds a novel aspect to it by showing that TC, in and of itself, does not necessarily lead to AC but can lead to AC once its intensity grows.

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How much conflict is too much? How frequent task conflict expressions affect angels’ reinvestment intention10.1108/IJCMA-02-2023-0029International Journal of Conflict Management2023-10-23© 2023 Emerald Publishing LimitedAlexander (Degreat) Narh TettehQingxiong (Derek) WengLincoln Jisuvei SunguMagdalene Zeinab Akosua AdamsInternational Journal of Conflict Management3522023-10-2310.1108/IJCMA-02-2023-0029https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Leading without position power: preliminary validation of the multiparty collaborative leadership scale (MCLS)https://www.emerald.com/insight/content/doi/10.1108/IJCMA-01-2023-0014/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to report the development of the multiparty collaborative leadership scale (MCLS) that assesses four dimensions of collaborative leadership that have been defined in the literature regarding the functions of collaborative leadership in intra- and interorganizational settings. The authors have tested the validity and reliability of the MCLS in a sample of 110 managers and professionals who participated in five multiparty collaboration workshops, each lasting for two days. The authors used multilevel analyses to test the construct, discriminant and predictive validity of the MCLS. The results generally supported the reliability and validity of the MCLS. The scale has good internal consistency and in terms of validation, the authors show that MCLS negatively predicts the conflictuality and positively predicts the collaborativeness of the leading party as well as trust in the multiparty system and its entitativity. The MCLS can be used to extend literature on collaborative leadership and generate insights on the antecedents and consequences of effective collaborative leadership in multiparty systems. Multiparty systems are set to deal with important societal challenges and mediators involved in multiparty issues are asked to settle important international disputes and conflicts. Understanding collaborative leadership in such systems and its role in establishing effective multiparty collaboration is key. The MCLS can be used as a research instrument and as a development tool toward realizing much-needed collaboration. The authors present a first attempt to develop a short scale to assess collaborative leadership in complex systems in which participating stakeholders lack position power.Leading without position power: preliminary validation of the multiparty collaborative leadership scale (MCLS)
Petru Lucian Curseu, Sandra G.L. Schruijer
International Journal of Conflict Management, Vol. 35, No. 2, pp.411-426

This paper aims to report the development of the multiparty collaborative leadership scale (MCLS) that assesses four dimensions of collaborative leadership that have been defined in the literature regarding the functions of collaborative leadership in intra- and interorganizational settings.

The authors have tested the validity and reliability of the MCLS in a sample of 110 managers and professionals who participated in five multiparty collaboration workshops, each lasting for two days. The authors used multilevel analyses to test the construct, discriminant and predictive validity of the MCLS.

The results generally supported the reliability and validity of the MCLS. The scale has good internal consistency and in terms of validation, the authors show that MCLS negatively predicts the conflictuality and positively predicts the collaborativeness of the leading party as well as trust in the multiparty system and its entitativity.

The MCLS can be used to extend literature on collaborative leadership and generate insights on the antecedents and consequences of effective collaborative leadership in multiparty systems.

Multiparty systems are set to deal with important societal challenges and mediators involved in multiparty issues are asked to settle important international disputes and conflicts. Understanding collaborative leadership in such systems and its role in establishing effective multiparty collaboration is key. The MCLS can be used as a research instrument and as a development tool toward realizing much-needed collaboration.

The authors present a first attempt to develop a short scale to assess collaborative leadership in complex systems in which participating stakeholders lack position power.

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Leading without position power: preliminary validation of the multiparty collaborative leadership scale (MCLS)10.1108/IJCMA-01-2023-0014International Journal of Conflict Management2023-09-13© 2023 Emerald Publishing LimitedPetru Lucian CurseuSandra G.L. SchruijerInternational Journal of Conflict Management3522023-09-1310.1108/IJCMA-01-2023-0014https://www.emerald.com/insight/content/doi/10.1108/IJCMA-01-2023-0014/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
United we stand: a principle-based negotiation training for collective bargaininghttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to identify effective behaviors in labor-management negotiation (LMN) and, on that basis, derive overarching psychological principles of successful negotiation in this important context. These empirical findings are used to develop and test a comprehensive negotiation training program. Twenty-seven practitioners from one of the world’s largest labor unions were interviewed to identify the requirements of effective LMN, resulting in 796 descriptions of single behaviors from 41 negotiation cases. The analyses revealed 13 categories of behaviors critical to negotiation success. The findings highlight the pivotal role of the union negotiator by illustrating how they lead the negotiations with the other party while also ensuring that their own team and the workforce stand united. To provide guidance for effective LMN, six psychological principles were derived from these behavioral categories. The paper describes a six-day training program developed for LMN based on the empirical findings of this study and the related six principles. This paper has three unique features: first, it examines the requirements for effective LMN based on a systematic needs assessment. Second, by teaching not only knowledge and skills but also general psychological principles of successful negotiation, the training intervention is aimed at promoting long-term behavioral change. Third, the research presents a comprehensive and empirically-based training program for LMN.United we stand: a principle-based negotiation training for collective bargaining
Michel Mann, Marco Warsitzka, Joachim Hüffmeier, Roman Trötschel
International Journal of Conflict Management, Vol. 35, No. 2, pp.427-452

This study aims to identify effective behaviors in labor-management negotiation (LMN) and, on that basis, derive overarching psychological principles of successful negotiation in this important context. These empirical findings are used to develop and test a comprehensive negotiation training program.

Twenty-seven practitioners from one of the world’s largest labor unions were interviewed to identify the requirements of effective LMN, resulting in 796 descriptions of single behaviors from 41 negotiation cases.

The analyses revealed 13 categories of behaviors critical to negotiation success. The findings highlight the pivotal role of the union negotiator by illustrating how they lead the negotiations with the other party while also ensuring that their own team and the workforce stand united. To provide guidance for effective LMN, six psychological principles were derived from these behavioral categories. The paper describes a six-day training program developed for LMN based on the empirical findings of this study and the related six principles.

This paper has three unique features: first, it examines the requirements for effective LMN based on a systematic needs assessment. Second, by teaching not only knowledge and skills but also general psychological principles of successful negotiation, the training intervention is aimed at promoting long-term behavioral change. Third, the research presents a comprehensive and empirically-based training program for LMN.

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United we stand: a principle-based negotiation training for collective bargaining10.1108/IJCMA-05-2023-0088International Journal of Conflict Management2023-12-04© 2023 Michel Mann, Marco Warsitzka, Joachim Hüffmeier and Roman Trötschel.Michel MannMarco WarsitzkaJoachim HüffmeierRoman TrötschelInternational Journal of Conflict Management3522023-12-0410.1108/IJCMA-05-2023-0088https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Michel Mann, Marco Warsitzka, Joachim Hüffmeier and Roman Trötschel.
How does goal orientation affect employees’ perception of abusive supervisors?https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGoal orientation shapes employees’ approach to and interpretation of workplace aspects such as supervisors’ behavior. However, research has not fully examined the effect of goal orientation as an antecedent of abusive supervision. Drawing from victim precipitation theory, this study aims to fill this research gap by investigating how employees’ goal orientation influences their perception of abusive supervision. Two studies were conducted to test the hypotheses. In Study 1, 181 employees in 45 departments participated in the survey, and multilevel confirmatory factor analysis, two-level path model and polynomial regression were used. In Study 2, 108 working adults recruited from a professional online survey platform participated in a two-wave time-lagged survey. Confirmatory factor analysis, hierarchical linear regression and polynomial regression were used. This study found that employees’ learning goal orientation was negatively related to their perception of abusive supervision. In contrast, performance-avoidance goal orientation was positively related to their perception of abusive supervision, whereas performance-approach goal orientation was unrelated to this perception. Moreover, employees’ perception of abusive supervision was greater when learning and performance-approach goal orientation alignment occurred at lower rather than higher levels, and when performance-avoidance and performance-approach goal orientation alignment occurred at higher rather than lower levels. This research identified two novel victim traits as antecedents of abusive supervision – employees’ learning goal orientation and performance-avoidance goal orientation. Furthermore, adopting a multiple goal perspective, the authors examined the combined effects of goal orientation on employees’ perception of abusive supervision.How does goal orientation affect employees’ perception of abusive supervisors?
Haizhen Wang, Xin Ma, Ge An, Wenming Zhang, Huili Tang
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Goal orientation shapes employees’ approach to and interpretation of workplace aspects such as supervisors’ behavior. However, research has not fully examined the effect of goal orientation as an antecedent of abusive supervision. Drawing from victim precipitation theory, this study aims to fill this research gap by investigating how employees’ goal orientation influences their perception of abusive supervision.

Two studies were conducted to test the hypotheses. In Study 1, 181 employees in 45 departments participated in the survey, and multilevel confirmatory factor analysis, two-level path model and polynomial regression were used. In Study 2, 108 working adults recruited from a professional online survey platform participated in a two-wave time-lagged survey. Confirmatory factor analysis, hierarchical linear regression and polynomial regression were used.

This study found that employees’ learning goal orientation was negatively related to their perception of abusive supervision. In contrast, performance-avoidance goal orientation was positively related to their perception of abusive supervision, whereas performance-approach goal orientation was unrelated to this perception. Moreover, employees’ perception of abusive supervision was greater when learning and performance-approach goal orientation alignment occurred at lower rather than higher levels, and when performance-avoidance and performance-approach goal orientation alignment occurred at higher rather than lower levels.

This research identified two novel victim traits as antecedents of abusive supervision – employees’ learning goal orientation and performance-avoidance goal orientation. Furthermore, adopting a multiple goal perspective, the authors examined the combined effects of goal orientation on employees’ perception of abusive supervision.

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How does goal orientation affect employees’ perception of abusive supervisors?10.1108/IJCMA-02-2023-0022International Journal of Conflict Management2024-03-15© 2024 Emerald Publishing LimitedHaizhen WangXin MaGe AnWenming ZhangHuili TangInternational Journal of Conflict Managementahead-of-printahead-of-print2024-03-1510.1108/IJCMA-02-2023-0022https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2023-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The determinants of abusive supervisionhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0040/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOn the basis of affective events theory, this study aims to examine the connection between work-related events (i.e. supervisor role ambiguity and role conflicts) and abusive supervision via emotion (i.e. supervisor frustration). This study also examines the moderating role of supervisor personality traits (i.e. neuroticism and conscientiousness). This study collected lagged and multisource field data (472 subordinates and supervisors dyads) from the service organizations. The data collected supported majority of this study’s hypothesized relationships regarding determinants of abusive supervision. This study underlines what triggers supervisor abuse. This study also enables organizations with the intervention opportunity to reduce the effects of supervisor role ambiguity, role conflict, negative emotions and personality on triggering abusive supervision. Prior research on abusive supervision has extensively focused on its outcomes, leaving a noteworthy research gap about what triggers abusive supervision. To fill this important gap in leadership literature, this study proposed and tested a research model of determinants of supervisor abuse. Thus, this study contributes to leadership and abusive supervision research. Implications and future research directions are discussed.The determinants of abusive supervision
Muhammad Farrukh Moin, Ali Nawaz Khan
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

On the basis of affective events theory, this study aims to examine the connection between work-related events (i.e. supervisor role ambiguity and role conflicts) and abusive supervision via emotion (i.e. supervisor frustration). This study also examines the moderating role of supervisor personality traits (i.e. neuroticism and conscientiousness).

This study collected lagged and multisource field data (472 subordinates and supervisors dyads) from the service organizations.

The data collected supported majority of this study’s hypothesized relationships regarding determinants of abusive supervision.

This study underlines what triggers supervisor abuse. This study also enables organizations with the intervention opportunity to reduce the effects of supervisor role ambiguity, role conflict, negative emotions and personality on triggering abusive supervision.

Prior research on abusive supervision has extensively focused on its outcomes, leaving a noteworthy research gap about what triggers abusive supervision. To fill this important gap in leadership literature, this study proposed and tested a research model of determinants of supervisor abuse. Thus, this study contributes to leadership and abusive supervision research. Implications and future research directions are discussed.

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The determinants of abusive supervision10.1108/IJCMA-03-2023-0040International Journal of Conflict Management2023-10-17© 2023 Emerald Publishing LimitedMuhammad Farrukh MoinAli Nawaz KhanInternational Journal of Conflict Managementahead-of-printahead-of-print2023-10-1710.1108/IJCMA-03-2023-0040https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0040/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploring role transitions and conflicts on work disengagement under varying settings: the moderating role of individual resiliencehttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0046/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCOVID-19 disrupted the usual way of working for many people across the globe, making full-time work from home and hybrid models two popular work arrangements. Despite the proliferation and high acceptance of the hybrid model, very little research has focused on the same. This study aims to compare the impact of transitions caused by remote work on work disengagement under two settings: remote work and hybrid model. The data is collected from three corporate hubs in India: Hyderabad, Gurgaon and Bangalore. This study’s respondents represent two working models: full-time work from home and a hybrid model. Responses were collected using Google forms-based questionnaire, which resulted in the following usable responses: 356 (hybrid) and 398 (work from home). The findings reveal that the structural model for the hybrid sector explained 11% of the variance in work disengagement, while the same for work from home model accounted for 20% of the variance in work disengagement. The authors also tested for the moderation of individual resilience between work-home and home-to-work conflicts and home-to-work transitions and work-to-home conflict under full-time work-from and hybrid models. Based on 356 respondents from hybrid category and 398 from work from home, the study found that employees experience less work-to-home and home-to-work conflicts in the hybrid model and employees experience more work-to-home and home-to-work conflicts in the full-time work from home model. The study is also the first to examine the moderating role of individual resilience as a tool to bounce back and handle conflicts. As the full-time work from home model leads to more work-to-home and home-to-work conflicts, individuals have more scope to exhibit resilience, and thus, the moderating relationship is stronger in the full-time work from home model. The paper offers theoretical and managerial implications.Exploring role transitions and conflicts on work disengagement under varying settings: the moderating role of individual resilience
Tavleen Kaur, Santanu Mandal
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

COVID-19 disrupted the usual way of working for many people across the globe, making full-time work from home and hybrid models two popular work arrangements. Despite the proliferation and high acceptance of the hybrid model, very little research has focused on the same. This study aims to compare the impact of transitions caused by remote work on work disengagement under two settings: remote work and hybrid model.

The data is collected from three corporate hubs in India: Hyderabad, Gurgaon and Bangalore. This study’s respondents represent two working models: full-time work from home and a hybrid model. Responses were collected using Google forms-based questionnaire, which resulted in the following usable responses: 356 (hybrid) and 398 (work from home).

The findings reveal that the structural model for the hybrid sector explained 11% of the variance in work disengagement, while the same for work from home model accounted for 20% of the variance in work disengagement. The authors also tested for the moderation of individual resilience between work-home and home-to-work conflicts and home-to-work transitions and work-to-home conflict under full-time work-from and hybrid models. Based on 356 respondents from hybrid category and 398 from work from home, the study found that employees experience less work-to-home and home-to-work conflicts in the hybrid model and employees experience more work-to-home and home-to-work conflicts in the full-time work from home model.

The study is also the first to examine the moderating role of individual resilience as a tool to bounce back and handle conflicts. As the full-time work from home model leads to more work-to-home and home-to-work conflicts, individuals have more scope to exhibit resilience, and thus, the moderating relationship is stronger in the full-time work from home model. The paper offers theoretical and managerial implications.

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Exploring role transitions and conflicts on work disengagement under varying settings: the moderating role of individual resilience10.1108/IJCMA-03-2023-0046International Journal of Conflict Management2023-10-09© 2023 Emerald Publishing LimitedTavleen KaurSantanu MandalInternational Journal of Conflict Managementahead-of-printahead-of-print2023-10-0910.1108/IJCMA-03-2023-0046https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0046/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Nested insider-partial mediator: South Korea’s mediation in the US–DPRK crisis in 2017–2018https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to advance our understanding of international crisis mediation by introducing and examining the nested insider-partial mediator (NIPM) concept, a nuanced perspective on IPM behavior. This study challenges the traditional view of effective mediators as external, unbiased entities by delving into the behavior and contribution of mediators who are deeply embedded in the conflict environment, such as South Korea’s unique position in navigating the US–DPRK crisis in 2017–2018. By analyzing South Korea’s dual role as mediator and negotiator and its employment of both nondirective and directive mediation strategies, the paper demonstrates the potential effectiveness of NIPMs in managing complex biases and contributing to de-escalation in intense crisis scenarios. This paper uses a focused single-case study approach to analyze South Korea’s role as an NIPM. Using a process-tracing methodology, it examines how contextual factors such as relationships, interests and inherent biases influenced South Korea’s mediation strategies in this complex geopolitical scenario. Empirical evidence was retrieved from public sources, including official statements and press interviews, providing an empirical foundation for understanding NIPM behavior. This approach facilitates a detailed study of South Korea’s unique mediation role within the intricate dynamics of the Korean Peninsula conflict. The study’s findings illustrate the pivotal role NIPMs can play in complex international conflicts, underlining the significant potential of NIPMs in crisis prevention. The findings highlight South Korea’s adept navigation through intricate geopolitical dynamics, leveraging its unique insider position and established relationships with both the USA and North Korea. This behavior was instrumental in mitigating a potentially explosive situation, steering the crisis toward negotiation and de-escalation. The research underscores the effectiveness of the NIPM framework in understanding the nuanced behavior of mediators who are deeply integrated into multi-level conflicts, influenced by their connections, interests and inherent biases. This research not only broadens the theoretical framework of insider-partial mediation by introducing the concept of NIPM, but also has practical implications for policymakers and practitioners in leveraging regional mediation strategies for international crisis mitigation. The study underscores the importance of mediators’ deep-rooted connections, biases and vested interests in influencing their mediation tactics, thus offering a comprehensive understanding of the multifaceted nature of international mediation in complex geopolitical conflicts.Nested insider-partial mediator: South Korea’s mediation in the US–DPRK crisis in 2017–2018
Amira Schiff
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to advance our understanding of international crisis mediation by introducing and examining the nested insider-partial mediator (NIPM) concept, a nuanced perspective on IPM behavior. This study challenges the traditional view of effective mediators as external, unbiased entities by delving into the behavior and contribution of mediators who are deeply embedded in the conflict environment, such as South Korea’s unique position in navigating the US–DPRK crisis in 2017–2018. By analyzing South Korea’s dual role as mediator and negotiator and its employment of both nondirective and directive mediation strategies, the paper demonstrates the potential effectiveness of NIPMs in managing complex biases and contributing to de-escalation in intense crisis scenarios.

This paper uses a focused single-case study approach to analyze South Korea’s role as an NIPM. Using a process-tracing methodology, it examines how contextual factors such as relationships, interests and inherent biases influenced South Korea’s mediation strategies in this complex geopolitical scenario. Empirical evidence was retrieved from public sources, including official statements and press interviews, providing an empirical foundation for understanding NIPM behavior. This approach facilitates a detailed study of South Korea’s unique mediation role within the intricate dynamics of the Korean Peninsula conflict.

The study’s findings illustrate the pivotal role NIPMs can play in complex international conflicts, underlining the significant potential of NIPMs in crisis prevention. The findings highlight South Korea’s adept navigation through intricate geopolitical dynamics, leveraging its unique insider position and established relationships with both the USA and North Korea. This behavior was instrumental in mitigating a potentially explosive situation, steering the crisis toward negotiation and de-escalation. The research underscores the effectiveness of the NIPM framework in understanding the nuanced behavior of mediators who are deeply integrated into multi-level conflicts, influenced by their connections, interests and inherent biases.

This research not only broadens the theoretical framework of insider-partial mediation by introducing the concept of NIPM, but also has practical implications for policymakers and practitioners in leveraging regional mediation strategies for international crisis mitigation. The study underscores the importance of mediators’ deep-rooted connections, biases and vested interests in influencing their mediation tactics, thus offering a comprehensive understanding of the multifaceted nature of international mediation in complex geopolitical conflicts.

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Nested insider-partial mediator: South Korea’s mediation in the US–DPRK crisis in 2017–201810.1108/IJCMA-03-2023-0055International Journal of Conflict Management2024-02-20© 2024 Emerald Publishing LimitedAmira SchiffInternational Journal of Conflict Managementahead-of-printahead-of-print2024-02-2010.1108/IJCMA-03-2023-0055https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Boundary violations and teleworker counterproductive work behavior: the role of working time demands, threat to family role and involuntary teleworkinghttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0058/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDrawing on cognitive appraisal theory, this study aims to explore the indirect effect of work/family boundary violations on teleworkers’ counterproductive work behavior (CWB). In addition, it examines the moderating role of involuntary teleworking in this context. Based on the diary study method, this study used 543 questionnaires collected from 122 teleworkers in China. The findings indicate that working time demands mediate the relationship between work boundary violations and teleworker CWB, and threats to family roles mediate the relationship between family boundary violations and teleworker CWB. In addition, involuntary teleworking positively moderates the relationship between work boundary violations and working time demands, as well as the relationship between family boundary violations and threats to family roles. The study makes several valuable contributions to the extant literature. First, it enhances research on the antecedents of teleworker CWB. Second, by introducing two mediating variables corresponding to two types of boundary violations, the paper provides new insights and a fresh understanding of the effects of boundary violations in teleworking situations. Third, by considering the moderating role of involuntary teleworking, this research adds to the current knowledge on the impact of discussing boundary violations solely on teleworking or traditional office days.Boundary violations and teleworker counterproductive work behavior: the role of working time demands, threat to family role and involuntary teleworking
Nan Xu, Chunyong Tang, Chengchuan Yang, Yanzhao Lai
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Drawing on cognitive appraisal theory, this study aims to explore the indirect effect of work/family boundary violations on teleworkers’ counterproductive work behavior (CWB). In addition, it examines the moderating role of involuntary teleworking in this context.

Based on the diary study method, this study used 543 questionnaires collected from 122 teleworkers in China.

The findings indicate that working time demands mediate the relationship between work boundary violations and teleworker CWB, and threats to family roles mediate the relationship between family boundary violations and teleworker CWB. In addition, involuntary teleworking positively moderates the relationship between work boundary violations and working time demands, as well as the relationship between family boundary violations and threats to family roles.

The study makes several valuable contributions to the extant literature. First, it enhances research on the antecedents of teleworker CWB. Second, by introducing two mediating variables corresponding to two types of boundary violations, the paper provides new insights and a fresh understanding of the effects of boundary violations in teleworking situations. Third, by considering the moderating role of involuntary teleworking, this research adds to the current knowledge on the impact of discussing boundary violations solely on teleworking or traditional office days.

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Boundary violations and teleworker counterproductive work behavior: the role of working time demands, threat to family role and involuntary teleworking10.1108/IJCMA-03-2023-0058International Journal of Conflict Management2023-12-21© 2023 Emerald Publishing LimitedNan XuChunyong TangChengchuan YangYanzhao LaiInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-2110.1108/IJCMA-03-2023-0058https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0058/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Where is the expertise? Investigating the drivers of top-down versus bottom-up approaches to cross-cultural conflict resolution traininghttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFor decades, conflict resolution (CR) educators working cross-culturally have struggled with a fundamental dilemma – whether to offer western, evidence-based approaches through a top-down (prescriptive) training process or to use a bottom-up (elicitive) strategy that builds on local cultural knowledge of effective in situ conflict management. This study aims to explore which conditions that prompted experienced CR instructors to use more prescriptive or elicitive approaches to such training in a foreign culture and the implications for training outcomes. There are two parts to this study. First, the authors conducted a literature review to identify basic conditions that might be conducive to conducting prescriptive or elicitive cross-cultural CR training. The authors then tested the identified conditions in a survey with experienced CR instructors to identify different conditions that afforded prescriptive or elicitive approaches. Exploratory factor analysis and regression were used to assess which conditions determined whether a prescriptive or elicitive approach produced better outcomes. In general, although prescriptive methods were found to be more efficient, elicitive methods produced more effective, culturally appropriate, sustainable and culturally sensitive training. Results revealed a variety of instructor, participant and contextual factors that influenced whether a prescriptive or elicitive approach was applied and found to be more suitable. This study used empirical survey data with practicing experts to provide insight and guidance into when to use different approaches to CC-CR training effectively.Where is the expertise? Investigating the drivers of top-down versus bottom-up approaches to cross-cultural conflict resolution training
Lan H. Phan, Peter T. Coleman
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

For decades, conflict resolution (CR) educators working cross-culturally have struggled with a fundamental dilemma – whether to offer western, evidence-based approaches through a top-down (prescriptive) training process or to use a bottom-up (elicitive) strategy that builds on local cultural knowledge of effective in situ conflict management. This study aims to explore which conditions that prompted experienced CR instructors to use more prescriptive or elicitive approaches to such training in a foreign culture and the implications for training outcomes.

There are two parts to this study. First, the authors conducted a literature review to identify basic conditions that might be conducive to conducting prescriptive or elicitive cross-cultural CR training. The authors then tested the identified conditions in a survey with experienced CR instructors to identify different conditions that afforded prescriptive or elicitive approaches. Exploratory factor analysis and regression were used to assess which conditions determined whether a prescriptive or elicitive approach produced better outcomes.

In general, although prescriptive methods were found to be more efficient, elicitive methods produced more effective, culturally appropriate, sustainable and culturally sensitive training. Results revealed a variety of instructor, participant and contextual factors that influenced whether a prescriptive or elicitive approach was applied and found to be more suitable.

This study used empirical survey data with practicing experts to provide insight and guidance into when to use different approaches to CC-CR training effectively.

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Where is the expertise? Investigating the drivers of top-down versus bottom-up approaches to cross-cultural conflict resolution training10.1108/IJCMA-03-2023-0059International Journal of Conflict Management2023-12-21© 2023 Emerald Publishing LimitedLan H. PhanPeter T. ColemanInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-2110.1108/IJCMA-03-2023-0059https://www.emerald.com/insight/content/doi/10.1108/IJCMA-03-2023-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Effect of construction project managers’ conflict management styles on team resilience: a moderated mediation model of team followership and team power distancehttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0064/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to examine how construction project managers’ conflict management styles (CMSs) affect project team resilience from the perspective of social identity theory. This study adopted a cross-sectional survey design and collected paired data from 110 construction project managers and 474 employees in China. Based on the data collected, the authors tested the proposed hypotheses using hierarchical regression analysis. The results show that a project manager’s cooperative CMS positively affects team resilience, and a project manager’s competitive and avoidant CMS negatively affects team resilience. Team followership plays a mediating role in this relationship. The team power distance moderates the effects of a project manager’s cooperative and avoidant CMSs on team followership. This paper enriches the existing literature on conflict management in construction projects and have potential guiding significance and application value for team resilience management practices.Effect of construction project managers’ conflict management styles on team resilience: a moderated mediation model of team followership and team power distance
Li Ma, Yongqiang Lu
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to examine how construction project managers’ conflict management styles (CMSs) affect project team resilience from the perspective of social identity theory.

This study adopted a cross-sectional survey design and collected paired data from 110 construction project managers and 474 employees in China. Based on the data collected, the authors tested the proposed hypotheses using hierarchical regression analysis.

The results show that a project manager’s cooperative CMS positively affects team resilience, and a project manager’s competitive and avoidant CMS negatively affects team resilience. Team followership plays a mediating role in this relationship. The team power distance moderates the effects of a project manager’s cooperative and avoidant CMSs on team followership.

This paper enriches the existing literature on conflict management in construction projects and have potential guiding significance and application value for team resilience management practices.

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Effect of construction project managers’ conflict management styles on team resilience: a moderated mediation model of team followership and team power distance10.1108/IJCMA-04-2023-0064International Journal of Conflict Management2023-11-27© 2023 Emerald Publishing LimitedLi MaYongqiang LuInternational Journal of Conflict Managementahead-of-printahead-of-print2023-11-2710.1108/IJCMA-04-2023-0064https://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0064/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
A multilevel investigation of team relationship conflict and employee-level subjective career successhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence. Using Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan. The results indicate that team relationship conflict is negatively associated with employees’ subjective career success, both in terms of career satisfaction and job satisfaction. While employees’ negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions. This study advances career research by demonstrating how and when team relationship conflict is related to employees’ subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees’ subjective career success.A multilevel investigation of team relationship conflict and employee-level subjective career success
Rahman Ullah, Yasir Mansoor Kundi, Subhan Shahid
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence.

Using Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan.

The results indicate that team relationship conflict is negatively associated with employees’ subjective career success, both in terms of career satisfaction and job satisfaction. While employees’ negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions.

This study advances career research by demonstrating how and when team relationship conflict is related to employees’ subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees’ subjective career success.

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A multilevel investigation of team relationship conflict and employee-level subjective career success10.1108/IJCMA-04-2023-0067International Journal of Conflict Management2023-12-22© 2023 Emerald Publishing LimitedRahman UllahYasir Mansoor KundiSubhan ShahidInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-2210.1108/IJCMA-04-2023-0067https://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
From intra-team conflict to interpersonal strain: the role of leader’s interpersonal modulation of emotional responses and sexhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBy integrating the conservation of resources and the emotion-as-social-information theories, this study aims to question whether the leader’s effort to calm down when team members perceive intra-team conflict (ITC) may have a counterproductive effect on their interpersonal functioning. Specifically, the authors investigated whether team members with higher individual perceptions of ITC would be more likely to experience interpersonal strain (ISW) when their team leaders downregulate or suppress their emotional responses (i.e. high interpersonal modulation of emotional responses [MER]). A further objective of the study was to examine whether this exacerbating effect would be conditional on the leader’s sex. Data were collected from 236 white collars nested in 48 teams (Msize = 6.23; SDsize = 2.69) and their respective team leaders (56.7% men) of a large organization providing financial services. Multilevel model results showed that team members confronted with higher ITC experienced higher ISW levels, especially when the leader’s interpersonal modulation of team members’ emotional responses was high (vs low). This effect was stronger when the interpersonal modulation was enacted by women (vs men) team leaders. This study moves an important step forward in the conflict and ISW literature, as it is the first to identify a leader’s MER and sex as key boundary conditions under which ITC is related to team members’ ISW. The implications of these findings for theory and practice are discussed.From intra-team conflict to interpersonal strain: the role of leader’s interpersonal modulation of emotional responses and sex
Ferdinando Paolo Santarpia, Valentina Sommovigo, Sara Brecciaroli, Chiara Consiglio, Laura Borgogni
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

By integrating the conservation of resources and the emotion-as-social-information theories, this study aims to question whether the leader’s effort to calm down when team members perceive intra-team conflict (ITC) may have a counterproductive effect on their interpersonal functioning. Specifically, the authors investigated whether team members with higher individual perceptions of ITC would be more likely to experience interpersonal strain (ISW) when their team leaders downregulate or suppress their emotional responses (i.e. high interpersonal modulation of emotional responses [MER]). A further objective of the study was to examine whether this exacerbating effect would be conditional on the leader’s sex.

Data were collected from 236 white collars nested in 48 teams (Msize = 6.23; SDsize = 2.69) and their respective team leaders (56.7% men) of a large organization providing financial services.

Multilevel model results showed that team members confronted with higher ITC experienced higher ISW levels, especially when the leader’s interpersonal modulation of team members’ emotional responses was high (vs low). This effect was stronger when the interpersonal modulation was enacted by women (vs men) team leaders.

This study moves an important step forward in the conflict and ISW literature, as it is the first to identify a leader’s MER and sex as key boundary conditions under which ITC is related to team members’ ISW. The implications of these findings for theory and practice are discussed.

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From intra-team conflict to interpersonal strain: the role of leader’s interpersonal modulation of emotional responses and sex10.1108/IJCMA-04-2023-0068International Journal of Conflict Management2024-01-09© 2023 Emerald Publishing LimitedFerdinando Paolo SantarpiaValentina SommovigoSara BrecciaroliChiara ConsiglioLaura BorgogniInternational Journal of Conflict Managementahead-of-printahead-of-print2024-01-0910.1108/IJCMA-04-2023-0068https://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Curbing relationship conflict for achieving green customer integration: roles of organizational commitment and influence strategyhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate how relationship conflict (RC) hinders green customer integration (GCI) and which strategy could be developed to alleviate the negative effect of RC. The authors use a sample of 206 Chinese firms to examine hypothesized relationships drawing on social exchange theory and buyer-supplier relationship perspective. Methods including exploratory factor analysis and confirmatory factor analysis are used to assess reliability and validity. Hypotheses are tested using hierarchical regression analysis. Post hoc analysis is adopted to evaluate the robustness. The results show that RC negatively relates to GCI. Normative commitment partially mediates the relationship between RC and GCI, while the mediating role of instrumental commitment is insignificant. In addition, coercive influence strategy positively moderates the RC-normative commitment and RC-GCI relationships. While this study clarifies the mechanism of how RC impedes GCI and how to address RC in buyer-supplier relationships, it could be more meaningful to extend the current research and figure out how to address RC in different supply chain relationships. Besides, it will make sense to conduct longitudinal studies and explore the dynamic nature of RC in supply chain relationships. In practice, firms find it challenging to achieve GCI owing to the ubiquitous existence of RC. The findings reveal that RC detriments GCI partially through normative commitment, and the use of coercive influence strategy mitigates the detriments of RC. Thus, the authors provide solutions for firms to address RC for achieving GCI. RC is unavoidable in organizational interactions. Prior studies have not revealed the processes through which RC relates to GCI. The authors bridge the gap by exploring the mediating role of organizational commitment and the moderating role of influence strategy, which offers a better understanding of how RC is associated with GCI, and add knowledge of addressing RC for achieving GCI.Curbing relationship conflict for achieving green customer integration: roles of organizational commitment and influence strategy
Jieyu Wang, Taiwen Feng
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to investigate how relationship conflict (RC) hinders green customer integration (GCI) and which strategy could be developed to alleviate the negative effect of RC.

The authors use a sample of 206 Chinese firms to examine hypothesized relationships drawing on social exchange theory and buyer-supplier relationship perspective. Methods including exploratory factor analysis and confirmatory factor analysis are used to assess reliability and validity. Hypotheses are tested using hierarchical regression analysis. Post hoc analysis is adopted to evaluate the robustness.

The results show that RC negatively relates to GCI. Normative commitment partially mediates the relationship between RC and GCI, while the mediating role of instrumental commitment is insignificant. In addition, coercive influence strategy positively moderates the RC-normative commitment and RC-GCI relationships.

While this study clarifies the mechanism of how RC impedes GCI and how to address RC in buyer-supplier relationships, it could be more meaningful to extend the current research and figure out how to address RC in different supply chain relationships. Besides, it will make sense to conduct longitudinal studies and explore the dynamic nature of RC in supply chain relationships.

In practice, firms find it challenging to achieve GCI owing to the ubiquitous existence of RC. The findings reveal that RC detriments GCI partially through normative commitment, and the use of coercive influence strategy mitigates the detriments of RC. Thus, the authors provide solutions for firms to address RC for achieving GCI.

RC is unavoidable in organizational interactions. Prior studies have not revealed the processes through which RC relates to GCI. The authors bridge the gap by exploring the mediating role of organizational commitment and the moderating role of influence strategy, which offers a better understanding of how RC is associated with GCI, and add knowledge of addressing RC for achieving GCI.

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Curbing relationship conflict for achieving green customer integration: roles of organizational commitment and influence strategy10.1108/IJCMA-04-2023-0069International Journal of Conflict Management2024-01-22© 2023 Emerald Publishing LimitedJieyu WangTaiwen FengInternational Journal of Conflict Managementahead-of-printahead-of-print2024-01-2210.1108/IJCMA-04-2023-0069https://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant contexthttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0080/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPeople are more likely to participate in work-related events that might cause positive and negative affective reactions. Prior research linked coworker friendship with incivility; however, few studies investigated negative workplace gossip. Simultaneously, linking coworker friendship with incivility through positive/negative affective responses is lacking. As such, this paper aims to examine this relationship via the dual mediation effect of positive and negative workplace gossip. A total of 398 subordinates at family restaurants in Greater Cairo were surveyed, and data was analyzed using SmartPLS4. Coworker friendship significantly influences coworker incivility via positive and negative workplace gossip and other underlying mechanisms. Managers should take the initiative to decrease gossip by sharing information promptly and thoroughly and establishing effective channels for information exchange. In the case of an informal plan, restaurant managers may seek to create a welcoming and motivating corporate atmosphere and cultivate social ties among subordinates to prevent the creation of negative gossip. Restaurant managers should give victims of negative gossip timely psychological counseling. This paper contributes to the restaurant literature on affective emotional responses to coworkers’ judgment-driven behavior from new perspectives.Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant context
Mukaram Ali Khan, Muhammad Haroon Shoukat, Syed Sohaib Zubair, Kareem M. Selem
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

People are more likely to participate in work-related events that might cause positive and negative affective reactions. Prior research linked coworker friendship with incivility; however, few studies investigated negative workplace gossip. Simultaneously, linking coworker friendship with incivility through positive/negative affective responses is lacking. As such, this paper aims to examine this relationship via the dual mediation effect of positive and negative workplace gossip.

A total of 398 subordinates at family restaurants in Greater Cairo were surveyed, and data was analyzed using SmartPLS4.

Coworker friendship significantly influences coworker incivility via positive and negative workplace gossip and other underlying mechanisms.

Managers should take the initiative to decrease gossip by sharing information promptly and thoroughly and establishing effective channels for information exchange. In the case of an informal plan, restaurant managers may seek to create a welcoming and motivating corporate atmosphere and cultivate social ties among subordinates to prevent the creation of negative gossip. Restaurant managers should give victims of negative gossip timely psychological counseling.

This paper contributes to the restaurant literature on affective emotional responses to coworkers’ judgment-driven behavior from new perspectives.

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Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant context10.1108/IJCMA-04-2023-0080International Journal of Conflict Management2023-11-28© 2023 Emerald Publishing LimitedMukaram Ali KhanMuhammad Haroon ShoukatSyed Sohaib ZubairKareem M. SelemInternational Journal of Conflict Managementahead-of-printahead-of-print2023-11-2810.1108/IJCMA-04-2023-0080https://www.emerald.com/insight/content/doi/10.1108/IJCMA-04-2023-0080/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Resolving organizational peer conflict via integrative behaviors: the role of trust and informational supporthttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to investigate the role of trust, informational support and integrative behaviors in the effective outcomes of peer conflict in the workplace. Deidentified secondary data were provided by a human resource management company that offers conflict resolution training. The authors studied a sample of 815 supervisors and middle-level managers (51% female; average age = 40) who reported their primary work experience was in the USA. Each respondent described a workplace conflict with a peer. A regression-based bootstrapping technique was used to test the hypothesized relationships between the constructs of trust, informational support, integrative behaviors and effective outcomes in peer conflict. The relationship between trust and the use of integrative behaviors during peer conflict is conditional on the availability of informational support, such that those who solicit a third party’s views are more likely to exhibit integrative behaviors during the conflict under study, even at relatively lower levels of trust in the conflict relationship. In this study, the authors add to social interdependence theory and the role of integrative behaviors by proposing the importance of interpersonal trust and informational support, which may reduce uncertainty during peer conflict. The authors also extend existing literature on cooperation, cooperative approaches to managing conflict and integrative behaviors in the workplace by examining peer-to-peer organizational conflict.Resolving organizational peer conflict via integrative behaviors: the role of trust and informational support
Randi L. Sims, Tais S. Barreto, Katelynn M. Sell, Eleanor T. Lawrence, Paul Seymour
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to investigate the role of trust, informational support and integrative behaviors in the effective outcomes of peer conflict in the workplace.

Deidentified secondary data were provided by a human resource management company that offers conflict resolution training. The authors studied a sample of 815 supervisors and middle-level managers (51% female; average age = 40) who reported their primary work experience was in the USA. Each respondent described a workplace conflict with a peer. A regression-based bootstrapping technique was used to test the hypothesized relationships between the constructs of trust, informational support, integrative behaviors and effective outcomes in peer conflict.

The relationship between trust and the use of integrative behaviors during peer conflict is conditional on the availability of informational support, such that those who solicit a third party’s views are more likely to exhibit integrative behaviors during the conflict under study, even at relatively lower levels of trust in the conflict relationship.

In this study, the authors add to social interdependence theory and the role of integrative behaviors by proposing the importance of interpersonal trust and informational support, which may reduce uncertainty during peer conflict. The authors also extend existing literature on cooperation, cooperative approaches to managing conflict and integrative behaviors in the workplace by examining peer-to-peer organizational conflict.

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Resolving organizational peer conflict via integrative behaviors: the role of trust and informational support10.1108/IJCMA-05-2023-0084International Journal of Conflict Management2023-10-03© 2023 Emerald Publishing LimitedRandi L. SimsTais S. BarretoKatelynn M. SellEleanor T. LawrencePaul SeymourInternational Journal of Conflict Managementahead-of-printahead-of-print2023-10-0310.1108/IJCMA-05-2023-0084https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
“Concept of workplace camaraderie: developing and testing an integrated model leading to incivility”https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to introduce the concept of workplace camaraderie and to investigate the mechanism through which workplace camaraderie influences incivility at the workplace. The study is explained by taking the sequential mediation of personal biases leading to cronyism and favoritism. Social identity theory is used as the underpinning theory to explain the framework adopted. Positivism research philosophy followed by the deductive approach is followed to meet the objectives of the current study. In total, 171 employees working in public sector organizations were taken as the respondents to the study. A purposive sampling technique was used to collect the data through self-administrated questionnaires. Path model is used through Mplus to generate the results and test hypotheses. The results suggested that workplace camaraderie significantly affects incivility at a workplace with the sequential mediation of personal biases leading to cronyism and favoritism. Although several researchers have studied the link between camaraderie and other employees’ related attitudinal and behavioral outcomes, few have explored the roles of personal biases, cronyism and favoritism in the relationship to incivility. This study thus posits a novel sequential mediation mechanism, based on the social identity theory, through which camaraderie is translated into civil behavior. Moreover, this study adds value by investigating this model in the public sector, where camaraderie can come up with important consequences.“Concept of workplace camaraderie: developing and testing an integrated model leading to incivility”
Quratulain Burhan, Muhammad Faisal Malik
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to introduce the concept of workplace camaraderie and to investigate the mechanism through which workplace camaraderie influences incivility at the workplace. The study is explained by taking the sequential mediation of personal biases leading to cronyism and favoritism. Social identity theory is used as the underpinning theory to explain the framework adopted.

Positivism research philosophy followed by the deductive approach is followed to meet the objectives of the current study. In total, 171 employees working in public sector organizations were taken as the respondents to the study. A purposive sampling technique was used to collect the data through self-administrated questionnaires. Path model is used through Mplus to generate the results and test hypotheses.

The results suggested that workplace camaraderie significantly affects incivility at a workplace with the sequential mediation of personal biases leading to cronyism and favoritism.

Although several researchers have studied the link between camaraderie and other employees’ related attitudinal and behavioral outcomes, few have explored the roles of personal biases, cronyism and favoritism in the relationship to incivility. This study thus posits a novel sequential mediation mechanism, based on the social identity theory, through which camaraderie is translated into civil behavior. Moreover, this study adds value by investigating this model in the public sector, where camaraderie can come up with important consequences.

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“Concept of workplace camaraderie: developing and testing an integrated model leading to incivility”10.1108/IJCMA-05-2023-0090International Journal of Conflict Management2023-09-20© 2023 Emerald Publishing LimitedQuratulain BurhanMuhammad Faisal MalikInternational Journal of Conflict Managementahead-of-printahead-of-print2023-09-2010.1108/IJCMA-05-2023-0090https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Why is a modest gentleman cruel and ruthless? A study on the dark side effect of humble leadership – from the perspective of low-status compensation theoryhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to reveal the mechanism of humble leadership inducing abusive supervision from the low-status compensation perspective, examining the mediation role of leader perceived thread to status. Besides, the moderation effect of regulatory focus on the mediation path is discussed. This study conducted a three-wave longitudinal survey. The data was collected from 438 leaders and their employees in five Chinese enterprises. This study used Mplus 7.4 and adopted a bootstrapping technique for data analysis. Humble leadership has a positive effect on leader perceived threat to status. Leader perceived threat to status plays a mediation role between humble leadership and leader abusive supervision. Leader regulatory focus is the “gate valve” that humble leadership fosters leader abusive supervision. That is, when the leader promotion focus is high, leader perceived threat to status bred by humble leadership is low, resulting in less abusive supervision. When the leader prevention focus is high, humble leadership brings relatively more abusive supervision through perceived threat to status. This study explores why humble leadership breeds abusive supervision behaviors and reveals the mechanism behind the negative effect of humble leadership based on low-status compensation theory. This study not only promotes the continuous development of the field of humble leadership research through empirical research but also provides guidance for effectively suppressing the negative effects of humble leadership, promoting strengths and avoiding weaknesses and suppressing inappropriate management behaviors in management practice.Why is a modest gentleman cruel and ruthless? A study on the dark side effect of humble leadership – from the perspective of low-status compensation theory
Hao Chen, Jianming Jiang, Liang Wang, Zihan Zhang, Jiaying Bao
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to reveal the mechanism of humble leadership inducing abusive supervision from the low-status compensation perspective, examining the mediation role of leader perceived thread to status. Besides, the moderation effect of regulatory focus on the mediation path is discussed.

This study conducted a three-wave longitudinal survey. The data was collected from 438 leaders and their employees in five Chinese enterprises. This study used Mplus 7.4 and adopted a bootstrapping technique for data analysis.

Humble leadership has a positive effect on leader perceived threat to status. Leader perceived threat to status plays a mediation role between humble leadership and leader abusive supervision. Leader regulatory focus is the “gate valve” that humble leadership fosters leader abusive supervision. That is, when the leader promotion focus is high, leader perceived threat to status bred by humble leadership is low, resulting in less abusive supervision. When the leader prevention focus is high, humble leadership brings relatively more abusive supervision through perceived threat to status.

This study explores why humble leadership breeds abusive supervision behaviors and reveals the mechanism behind the negative effect of humble leadership based on low-status compensation theory. This study not only promotes the continuous development of the field of humble leadership research through empirical research but also provides guidance for effectively suppressing the negative effects of humble leadership, promoting strengths and avoiding weaknesses and suppressing inappropriate management behaviors in management practice.

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Why is a modest gentleman cruel and ruthless? A study on the dark side effect of humble leadership – from the perspective of low-status compensation theory10.1108/IJCMA-05-2023-0099International Journal of Conflict Management2023-10-19© 2023 Emerald Publishing LimitedHao ChenJianming JiangLiang WangZihan ZhangJiaying BaoInternational Journal of Conflict Managementahead-of-printahead-of-print2023-10-1910.1108/IJCMA-05-2023-0099https://www.emerald.com/insight/content/doi/10.1108/IJCMA-05-2023-0099/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Bolstering employee relations in a public sector undertaking: validation of CODE and PLE modelhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0105/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this research is to examine the relationship between employer and employees in a public power sector undertaking through the validation of CODE (compensation, organizational justice, dispute resolution and employee empowerment) and PLE (workforce productivity, employee loyalty and employee engagement) model. A hypothesized research model was developed and validated by using structural equation modeling (AMOS 20). In total, 303 responses were accumulated by administering a structured questionnaire among the employees of a state-owned power sector. The results revealed that a harmonious climate of employee relations is prevailing in the public power utility. Additionally, the findings suggest that the CODE and PLE model of employee relations are found to be positive and significant by investigating the impact of compensation, organizational justice, dispute resolution and employee empowerment as the predictors; and workforce productivity, employee loyalty and employee engagement as the critical outcomes of employee relations. The study recommends some plausible insights for practitioners, decision-makers and policy formulators to develop strategies and policies for nurturing congenial employee relations and also to cultivate a facilitative work environment for generating contented and competent manpower. Validation of CODE and PLE model of employee relations in the new perspective of power sector undertaking is an epoch-making and novel contribution that offers significant empirical evidence to the extant literature. Moreover, the exploration of employer–employee relations in this context is a unique and innovative effort toward existing research.Bolstering employee relations in a public sector undertaking: validation of CODE and PLE model
Rojalin Sahoo, Chandan Kumar Sahoo
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this research is to examine the relationship between employer and employees in a public power sector undertaking through the validation of CODE (compensation, organizational justice, dispute resolution and employee empowerment) and PLE (workforce productivity, employee loyalty and employee engagement) model.

A hypothesized research model was developed and validated by using structural equation modeling (AMOS 20). In total, 303 responses were accumulated by administering a structured questionnaire among the employees of a state-owned power sector.

The results revealed that a harmonious climate of employee relations is prevailing in the public power utility. Additionally, the findings suggest that the CODE and PLE model of employee relations are found to be positive and significant by investigating the impact of compensation, organizational justice, dispute resolution and employee empowerment as the predictors; and workforce productivity, employee loyalty and employee engagement as the critical outcomes of employee relations.

The study recommends some plausible insights for practitioners, decision-makers and policy formulators to develop strategies and policies for nurturing congenial employee relations and also to cultivate a facilitative work environment for generating contented and competent manpower.

Validation of CODE and PLE model of employee relations in the new perspective of power sector undertaking is an epoch-making and novel contribution that offers significant empirical evidence to the extant literature. Moreover, the exploration of employer–employee relations in this context is a unique and innovative effort toward existing research.

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Bolstering employee relations in a public sector undertaking: validation of CODE and PLE model10.1108/IJCMA-06-2023-0105International Journal of Conflict Management2023-12-01© 2023 Emerald Publishing LimitedRojalin SahooChandan Kumar SahooInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-0110.1108/IJCMA-06-2023-0105https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0105/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The effect of interpersonal conflict on employee behaviors: the role of perception of politics and competence uncertaintyhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestConflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator. This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships. The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty. To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.The effect of interpersonal conflict on employee behaviors: the role of perception of politics and competence uncertainty
R Prince, Nitin Simha Vihari, Gayatri Udayakumar, Mukkamala Kameshwar Rao
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Conflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator.

This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships.

The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty.

To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.

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The effect of interpersonal conflict on employee behaviors: the role of perception of politics and competence uncertainty10.1108/IJCMA-06-2023-0113International Journal of Conflict Management2023-12-26© 2023 Emerald Publishing LimitedR PrinceNitin Simha VihariGayatri UdayakumarMukkamala Kameshwar RaoInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-2610.1108/IJCMA-06-2023-0113https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0113/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Exploring the role of climate for conflict management and high involvement work practices as moderators in the workplace bullying and work-related depression linkhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0114/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to examine how organizational practices such as climate for conflict management (CCM) and high involvement work practices (HIWPs) reduce the negative consequences of workplace bullying (WPB) on work-related depression (WRD). Data were collected from 468 full-time employees working in the financial sector in Türkiye by applying a student-recruited sampling strategy. The aforesaid relationships were assessed using SPSS AMOS 29. The results indicated that WPB leads to WRD; however, this effect is alleviated by employee perceptions of strong CCM and the administration of HIWPs in workplace settings. Collecting data from a single source poses the risks of self-report data bias; however, in the future, data may be collected from multiple sources to lessen this potential threat. The study was a cross-sectional study, which makes it hard to make casual inferences; longitudinal data would be more beneficial to establish casual associations. Business owners and managers can draw from the study results to create a work environment perceived by employees to be fair when dealing with conflicts and the negative vices of bullying in workplaces. Also, organizations may administer practices that empower employees’ confidence and competence to deal with negative persecution in organizations. Few studies, if any, have focused on examining the moderating effect of CCM and HIWPs in the association between WPB and WRD. Drawing upon conservation of resources theory, the study stands out as it tests the moderating effect of CCM and HIWPs in the connection between WPB and WRD. The findings contribute to the few available studies tackling organizational factors relevant to alleviating the negative consequences of WPB in organizations.Exploring the role of climate for conflict management and high involvement work practices as moderators in the workplace bullying and work-related depression link
Emre Burak Ekmekcioglu, Hamidah Nabawanuka, Yussif Mohammed Alhassan, John Yaw Akparep, Cansu Ergenç
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to examine how organizational practices such as climate for conflict management (CCM) and high involvement work practices (HIWPs) reduce the negative consequences of workplace bullying (WPB) on work-related depression (WRD).

Data were collected from 468 full-time employees working in the financial sector in Türkiye by applying a student-recruited sampling strategy. The aforesaid relationships were assessed using SPSS AMOS 29.

The results indicated that WPB leads to WRD; however, this effect is alleviated by employee perceptions of strong CCM and the administration of HIWPs in workplace settings.

Collecting data from a single source poses the risks of self-report data bias; however, in the future, data may be collected from multiple sources to lessen this potential threat. The study was a cross-sectional study, which makes it hard to make casual inferences; longitudinal data would be more beneficial to establish casual associations.

Business owners and managers can draw from the study results to create a work environment perceived by employees to be fair when dealing with conflicts and the negative vices of bullying in workplaces. Also, organizations may administer practices that empower employees’ confidence and competence to deal with negative persecution in organizations.

Few studies, if any, have focused on examining the moderating effect of CCM and HIWPs in the association between WPB and WRD. Drawing upon conservation of resources theory, the study stands out as it tests the moderating effect of CCM and HIWPs in the connection between WPB and WRD. The findings contribute to the few available studies tackling organizational factors relevant to alleviating the negative consequences of WPB in organizations.

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Exploring the role of climate for conflict management and high involvement work practices as moderators in the workplace bullying and work-related depression link10.1108/IJCMA-06-2023-0114International Journal of Conflict Management2023-12-06© 2023 Emerald Publishing LimitedEmre Burak EkmekciogluHamidah NabawanukaYussif Mohammed AlhassanJohn Yaw AkparepCansu ErgençInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-0610.1108/IJCMA-06-2023-0114https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0114/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Unravelling the mysteries of cyber incivility: a systematic review and research agendahttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0115/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe current digital work environment promoting a “constant-on” culture is a hotbed for cyber incivility. Thus, there is a pressing need to understand its mechanisms. This study aims to shed light on the triggers, sources and impact of rude behaviours in cyberspace. The authors also present the boundary conditions that exacerbate or alleviate the effects of such negative experiences. Through a systematic literature review based on predefined search protocols, the authors synthesised the current knowledge on cyber incivility and identified 21 peer-reviewed research articles. The findings reveal the different sources of cyber incivility, its personal, relational and organisational antecedents and consequences, and its personal and situational boundary conditions that curb or enhance the negative impact. The authors unravel the main future research avenues based on the review findings by systemising knowledge on cyber incivility. Managerial efforts in the form of interventions and mitigation are also discussed to help combat this grieving issue in the workplace. This paper presents the first systematic review of the cyber incivility literature and identifies new avenues for future research. Scholars can expand upon the findings of this study to fill gaps and move the incivility in cyberspace forward. It also offers practical insights on mitigating the advancement of such behaviours in organisations.Unravelling the mysteries of cyber incivility: a systematic review and research agenda
Durrey Shahwar, Rajib Lochan Dhar
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The current digital work environment promoting a “constant-on” culture is a hotbed for cyber incivility. Thus, there is a pressing need to understand its mechanisms. This study aims to shed light on the triggers, sources and impact of rude behaviours in cyberspace. The authors also present the boundary conditions that exacerbate or alleviate the effects of such negative experiences.

Through a systematic literature review based on predefined search protocols, the authors synthesised the current knowledge on cyber incivility and identified 21 peer-reviewed research articles.

The findings reveal the different sources of cyber incivility, its personal, relational and organisational antecedents and consequences, and its personal and situational boundary conditions that curb or enhance the negative impact.

The authors unravel the main future research avenues based on the review findings by systemising knowledge on cyber incivility. Managerial efforts in the form of interventions and mitigation are also discussed to help combat this grieving issue in the workplace.

This paper presents the first systematic review of the cyber incivility literature and identifies new avenues for future research. Scholars can expand upon the findings of this study to fill gaps and move the incivility in cyberspace forward. It also offers practical insights on mitigating the advancement of such behaviours in organisations.

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Unravelling the mysteries of cyber incivility: a systematic review and research agenda10.1108/IJCMA-06-2023-0115International Journal of Conflict Management2023-12-14© 2023 Emerald Publishing LimitedDurrey ShahwarRajib Lochan DharInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-1410.1108/IJCMA-06-2023-0115https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0115/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Interpersonal conflict and psychological well-being at work: the beneficial effects of teleworking and emotional intelligencehttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0117/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis cross-sectional study had several objectives. This paper aims to study the direct effect of teleworking on interpersonal conflict, the mediating role that interpersonal conflict can play between teleworking and psychological well-being, the moderating role emotional intelligence (EI) can play between teleworking and interpersonal conflict and whether this moderation effect can, in turn, be associated with psychological well-being (moderated mediation effect). Path analyses using Mplus software were performed on a sample of 264 employees from 19 small- and medium-sized organizations. While teleworking was associated with lower interpersonal conflict, it was not associated with enhanced psychological well-being. Interestingly, workload seemed to be associated with higher interpersonal conflict, while decision authority and support garnered from one’s supervisor seemed to be associated with lower interpersonal conflict. Teleworking was indirectly associated with higher psychological well-being via interpersonal conflict. Finally, EI played a moderating role between teleworking and lower interpersonal conflict. This was, in turn, associated with higher psychological well-being. EI is an essential skill to develop in the workplace. A deepened understanding of the role played by EI at work could help organizations to provide positive work environments, both in person and online. This is especially relevant today, with the continued increase in teleworking practices and the resulting rapidly changing interpersonal relationships.Interpersonal conflict and psychological well-being at work: the beneficial effects of teleworking and emotional intelligence
Annick Parent-Lamarche, Sabine Saade
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This cross-sectional study had several objectives. This paper aims to study the direct effect of teleworking on interpersonal conflict, the mediating role that interpersonal conflict can play between teleworking and psychological well-being, the moderating role emotional intelligence (EI) can play between teleworking and interpersonal conflict and whether this moderation effect can, in turn, be associated with psychological well-being (moderated mediation effect).

Path analyses using Mplus software were performed on a sample of 264 employees from 19 small- and medium-sized organizations.

While teleworking was associated with lower interpersonal conflict, it was not associated with enhanced psychological well-being. Interestingly, workload seemed to be associated with higher interpersonal conflict, while decision authority and support garnered from one’s supervisor seemed to be associated with lower interpersonal conflict. Teleworking was indirectly associated with higher psychological well-being via interpersonal conflict. Finally, EI played a moderating role between teleworking and lower interpersonal conflict. This was, in turn, associated with higher psychological well-being.

EI is an essential skill to develop in the workplace.

A deepened understanding of the role played by EI at work could help organizations to provide positive work environments, both in person and online. This is especially relevant today, with the continued increase in teleworking practices and the resulting rapidly changing interpersonal relationships.

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Interpersonal conflict and psychological well-being at work: the beneficial effects of teleworking and emotional intelligence10.1108/IJCMA-06-2023-0117International Journal of Conflict Management2023-11-03© 2023 Emerald Publishing LimitedAnnick Parent-LamarcheSabine SaadeInternational Journal of Conflict Managementahead-of-printahead-of-print2023-11-0310.1108/IJCMA-06-2023-0117https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2023-0117/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How does abusive supervision differentiation affect employee work-family conflict? A moderated chain mediation modelhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-07-2023-0138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore the mechanism of abusive supervision differentiation on employee work-family conflict, and examine the chain mediating role of work-related rumination and organizational citizenship behavior/deviant workplace behavior, as well as the moderating role of work-family boundary segmentation preference. The authors designed two studies: Study 1 was a scenario experiment with 120 Master of Business Administration students. To further explore this finding, the authors conducted a multiwave survey in Study 2 with 345 employees from various organizations. The results of Study 1 showed that abusive supervision differentiation had a positive effect on work-related rumination, and work-related rumination mediated the relationship between differentiated abusive supervision and organizational citizenship behavior/deviant workplace behavior. The results of Study 2 not only confirmed the conclusions of Study 1 but also revealed that organizational citizenship behavior/deviant workplace behavior significantly affected work-family conflict. Abusive supervision differentiation had a positive effect on work-family conflict through work-related rumination and organizational citizenship behavior/deviant workplace behavior. In addition, work-family boundary segmentation preference negatively moderated the relationship between organizational citizenship behavior and work-family conflict. First, to the best of the authors’ knowledge, this study is the first paper to test the spillover effect of abusive supervision differentiation on the family domain through a chain mediation model. It extends the research on abusive supervision differentiation from the work domain to the family domain. Second, previous research has highlighted role conflict or role insufficiency as significant factors contributing to work-family conflict. However, this study suggests that abusive supervision differentiation from workplace managers can also trigger work-family conflict, providing a new perspective in the study of precursors to work-family conflict.How does abusive supervision differentiation affect employee work-family conflict? A moderated chain mediation model
Lanxia Zhang, Jia-Min Li, Mengyu Mao, Lijie Na
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore the mechanism of abusive supervision differentiation on employee work-family conflict, and examine the chain mediating role of work-related rumination and organizational citizenship behavior/deviant workplace behavior, as well as the moderating role of work-family boundary segmentation preference.

The authors designed two studies: Study 1 was a scenario experiment with 120 Master of Business Administration students. To further explore this finding, the authors conducted a multiwave survey in Study 2 with 345 employees from various organizations.

The results of Study 1 showed that abusive supervision differentiation had a positive effect on work-related rumination, and work-related rumination mediated the relationship between differentiated abusive supervision and organizational citizenship behavior/deviant workplace behavior. The results of Study 2 not only confirmed the conclusions of Study 1 but also revealed that organizational citizenship behavior/deviant workplace behavior significantly affected work-family conflict. Abusive supervision differentiation had a positive effect on work-family conflict through work-related rumination and organizational citizenship behavior/deviant workplace behavior. In addition, work-family boundary segmentation preference negatively moderated the relationship between organizational citizenship behavior and work-family conflict.

First, to the best of the authors’ knowledge, this study is the first paper to test the spillover effect of abusive supervision differentiation on the family domain through a chain mediation model. It extends the research on abusive supervision differentiation from the work domain to the family domain. Second, previous research has highlighted role conflict or role insufficiency as significant factors contributing to work-family conflict. However, this study suggests that abusive supervision differentiation from workplace managers can also trigger work-family conflict, providing a new perspective in the study of precursors to work-family conflict.

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How does abusive supervision differentiation affect employee work-family conflict? A moderated chain mediation model10.1108/IJCMA-07-2023-0138International Journal of Conflict Management2024-01-25© 2024 Emerald Publishing LimitedLanxia ZhangJia-Min LiMengyu MaoLijie NaInternational Journal of Conflict Managementahead-of-printahead-of-print2024-01-2510.1108/IJCMA-07-2023-0138https://www.emerald.com/insight/content/doi/10.1108/IJCMA-07-2023-0138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Sailing through silence: exploring how negative gossip leaves breeding grounds for quiet quitting in the workplacehttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-07-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGossip spreads like wildfire, damaging relationships, decaying trust and creating a negative work environment. This study aims to investigate the relationship between negative workplace gossip (NWG) and quiet quitting (QQ), while considering the mediating effects of workplace stress and emotional exhaustion (EE). Drawing upon the conservation of resource theory, the study aimed to comprehend this association in the context of 267 employees from diverse sectors in India, including health care, IT, banking and education. Through a three-wave time lagged survey design, using partial least squares structural equation modeling, significant findings were uncovered. The results revealed a positive link between NWG and QQ. There was also a positive correlation between NWG and workplace stress. In addition, workplace stress and EE were found to mediate the relationship between NWG and QQ. The findings have implications for both theory and practice. Organizations should consider implementing strategies to mitigate the prevalence of negative gossip and foster a healthier work environment, promoting employee well-being and retention. The study reveals the “black box” between NWG and QQ, adding to the body of knowledge on the novel concept of QQ. Second, the study expands the literature on NWG, by examining impact path of how it leads to stress and EE, leading to QQ.Sailing through silence: exploring how negative gossip leaves breeding grounds for quiet quitting in the workplace
Shalini Srivastava, Anubhuti Saxena, Vartika Kapoor, Abdul Qadir
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Gossip spreads like wildfire, damaging relationships, decaying trust and creating a negative work environment. This study aims to investigate the relationship between negative workplace gossip (NWG) and quiet quitting (QQ), while considering the mediating effects of workplace stress and emotional exhaustion (EE).

Drawing upon the conservation of resource theory, the study aimed to comprehend this association in the context of 267 employees from diverse sectors in India, including health care, IT, banking and education. Through a three-wave time lagged survey design, using partial least squares structural equation modeling, significant findings were uncovered.

The results revealed a positive link between NWG and QQ. There was also a positive correlation between NWG and workplace stress. In addition, workplace stress and EE were found to mediate the relationship between NWG and QQ.

The findings have implications for both theory and practice. Organizations should consider implementing strategies to mitigate the prevalence of negative gossip and foster a healthier work environment, promoting employee well-being and retention.

The study reveals the “black box” between NWG and QQ, adding to the body of knowledge on the novel concept of QQ. Second, the study expands the literature on NWG, by examining impact path of how it leads to stress and EE, leading to QQ.

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Sailing through silence: exploring how negative gossip leaves breeding grounds for quiet quitting in the workplace10.1108/IJCMA-07-2023-0139International Journal of Conflict Management2023-12-11© 2023 Emerald Publishing LimitedShalini SrivastavaAnubhuti SaxenaVartika KapoorAbdul QadirInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-1110.1108/IJCMA-07-2023-0139https://www.emerald.com/insight/content/doi/10.1108/IJCMA-07-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Unraveling the link between innovative work behavior and despotic leadership: the roles of supervisor conflict and dispositional resistance to change traithttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2023-0180/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored. The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools. The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor. To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.Unraveling the link between innovative work behavior and despotic leadership: the roles of supervisor conflict and dispositional resistance to change trait
Nasib Dar, Saima Ahmad, Kamal Badar, Yasir Mansoor Kundi
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.

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Unraveling the link between innovative work behavior and despotic leadership: the roles of supervisor conflict and dispositional resistance to change trait10.1108/IJCMA-09-2023-0180International Journal of Conflict Management2024-01-08© 2023 Emerald Publishing LimitedNasib DarSaima AhmadKamal BadarYasir Mansoor KundiInternational Journal of Conflict Managementahead-of-printahead-of-print2024-01-0810.1108/IJCMA-09-2023-0180https://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2023-0180/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Online abuse: a systematic literature review and future research agendahttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2023-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to examine the conceptualization of online abuse (OA) and identifies theories, countries of research, top-cited articles, methodologies, antecedents, mediators, outcomes and moderators of OA and future research opportunities. Two research questions are addressed. How have the past studies on OA progressed regarding theories, context, characteristics and methodology? What future research opportunities can be done in this area? This study systematically reviews, synthesizes and integrates OA literature using the well-recommended preferred reporting items for systematic reviews and meta-analyses (PRISMA) rules. The literature on OA was synthesized based on the Theory–Context–Characteristics–Methodologies (TCCM) framework given by Paul and Rosado-Serrano. Through an examination of TCCM used in OA research, the review presents an all-inclusive and up-to-date overview of the research in this arena and sets a future research agenda to spur scholarly research. This systematic literature review has analyzed top-quality sample papers, published in the past decade. As a result, it contributes to a better understanding of this relationship by analyzing the different types of use and the value added to the shopping experience. This study provides groundwork for researchers and promotes a deeper understanding of OA.Online abuse: a systematic literature review and future research agenda
Raiswa Saha, Sakshi Ahlawat, Umair Akram, Uttara Jangbahadur, Amol S. Dhaigude, Pooja Sharma, Sarika Kumar
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study aims to examine the conceptualization of online abuse (OA) and identifies theories, countries of research, top-cited articles, methodologies, antecedents, mediators, outcomes and moderators of OA and future research opportunities. Two research questions are addressed. How have the past studies on OA progressed regarding theories, context, characteristics and methodology? What future research opportunities can be done in this area?

This study systematically reviews, synthesizes and integrates OA literature using the well-recommended preferred reporting items for systematic reviews and meta-analyses (PRISMA) rules. The literature on OA was synthesized based on the Theory–Context–Characteristics–Methodologies (TCCM) framework given by Paul and Rosado-Serrano.

Through an examination of TCCM used in OA research, the review presents an all-inclusive and up-to-date overview of the research in this arena and sets a future research agenda to spur scholarly research. This systematic literature review has analyzed top-quality sample papers, published in the past decade. As a result, it contributes to a better understanding of this relationship by analyzing the different types of use and the value added to the shopping experience.

This study provides groundwork for researchers and promotes a deeper understanding of OA.

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Online abuse: a systematic literature review and future research agenda10.1108/IJCMA-09-2023-0188International Journal of Conflict Management2024-01-17© 2023 Emerald Publishing LimitedRaiswa SahaSakshi AhlawatUmair AkramUttara JangbahadurAmol S. DhaigudePooja SharmaSarika KumarInternational Journal of Conflict Managementahead-of-printahead-of-print2024-01-1710.1108/IJCMA-09-2023-0188https://www.emerald.com/insight/content/doi/10.1108/IJCMA-09-2023-0188/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Facilitation or inhibition? research on the double-edged sword effect of peer abusive supervision on bystander proactive behaviorhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-10-2023-0206/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBased on the Cognitive Appraisal Theory of Stress, this study aims to reveal the mechanism of peer abusive supervision on bystander proactive behavior through two different paths: bystander assertive impression management motivation and bystander defensive impression management motivation. Besides, the moderating effects of bystander uncertainty tolerance on the two paths are also explored. In this study, 438 employees and their direct leaders from eight Chinese companies were surveyed in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software. Peer abusive supervision leads bystanders to develop assertive impression management motivation and, thus, to exhibit more proactive behaviors. At the same time, peer abusive supervision also causes bystanders to develop defensive impression management motivation, which reduces the frequency of performing proactive behaviors. In addition, this study finds that bystander uncertainty tolerance plays a moderating role in influencing bystander assertive impression management motivation and bystander defensive impression management motivation in response to peer abusive supervision. Starting from the bystander perspective, this study verifies the double-edged sword effect of peer abusive supervision on bystander proactive behavior as well as the mechanism of differentiated effects through cognitive appraisal, which broadens the scope of the research on abusive supervision, and deepens the academic understanding and development of the Cognitive Appraisal Theory of Stress. At the same time, it also provides new ideas for organizations to reduce the negative effects of workplace abusive behavior.Facilitation or inhibition? research on the double-edged sword effect of peer abusive supervision on bystander proactive behavior
Hao Chen, Jiajia Wang, Jiaying Bao, Zihan Zhang, Jingya Li
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Based on the Cognitive Appraisal Theory of Stress, this study aims to reveal the mechanism of peer abusive supervision on bystander proactive behavior through two different paths: bystander assertive impression management motivation and bystander defensive impression management motivation. Besides, the moderating effects of bystander uncertainty tolerance on the two paths are also explored.

In this study, 438 employees and their direct leaders from eight Chinese companies were surveyed in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software.

Peer abusive supervision leads bystanders to develop assertive impression management motivation and, thus, to exhibit more proactive behaviors. At the same time, peer abusive supervision also causes bystanders to develop defensive impression management motivation, which reduces the frequency of performing proactive behaviors. In addition, this study finds that bystander uncertainty tolerance plays a moderating role in influencing bystander assertive impression management motivation and bystander defensive impression management motivation in response to peer abusive supervision.

Starting from the bystander perspective, this study verifies the double-edged sword effect of peer abusive supervision on bystander proactive behavior as well as the mechanism of differentiated effects through cognitive appraisal, which broadens the scope of the research on abusive supervision, and deepens the academic understanding and development of the Cognitive Appraisal Theory of Stress. At the same time, it also provides new ideas for organizations to reduce the negative effects of workplace abusive behavior.

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Facilitation or inhibition? research on the double-edged sword effect of peer abusive supervision on bystander proactive behavior10.1108/IJCMA-10-2023-0206International Journal of Conflict Management2023-12-28© 2023 Emerald Publishing LimitedHao ChenJiajia WangJiaying BaoZihan ZhangJingya LiInternational Journal of Conflict Managementahead-of-printahead-of-print2023-12-2810.1108/IJCMA-10-2023-0206https://www.emerald.com/insight/content/doi/10.1108/IJCMA-10-2023-0206/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Does relationship conflict reduce novel idea communication through perceived leader openness? Power distance orientation as a moderatorhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-10-2023-0212/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents. The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3. The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high power distance orientations (i.e. an acceptance of uneven power distribution in organizations). The findings also showed an indirect interaction effect of leader–follower relationship conflict and followers’ power distance orientation on the followers’ communication of novel ideas through the followers’ perceptions of leader openness. The research suggests that followers with higher power distance orientations are more likely to communicate novel ideas consistently because their relationship conflicts with their leaders do not negatively influence their perceptions of leader openness. Although researchers traditionally view cultures with a high level of power distance value as an obstacle to employee creativity, the present study reveals the benefits of an individual-level power distance orientation.Does relationship conflict reduce novel idea communication through perceived leader openness? Power distance orientation as a moderator
Ming-Hong Tsai
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents.

The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3.

The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high power distance orientations (i.e. an acceptance of uneven power distribution in organizations). The findings also showed an indirect interaction effect of leader–follower relationship conflict and followers’ power distance orientation on the followers’ communication of novel ideas through the followers’ perceptions of leader openness.

The research suggests that followers with higher power distance orientations are more likely to communicate novel ideas consistently because their relationship conflicts with their leaders do not negatively influence their perceptions of leader openness. Although researchers traditionally view cultures with a high level of power distance value as an obstacle to employee creativity, the present study reveals the benefits of an individual-level power distance orientation.

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Does relationship conflict reduce novel idea communication through perceived leader openness? Power distance orientation as a moderator10.1108/IJCMA-10-2023-0212International Journal of Conflict Management2024-03-26© 2024 Emerald Publishing LimitedMing-Hong TsaiInternational Journal of Conflict Managementahead-of-printahead-of-print2024-03-2610.1108/IJCMA-10-2023-0212https://www.emerald.com/insight/content/doi/10.1108/IJCMA-10-2023-0212/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Bearing the brunt: a daily diary examination of abusive supervision and the sustaining role of coworkers’ supporthttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-11-2023-0222/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine the relationship between abusive supervision and workplace incivility using a dual theoretical framework. First, it draws on the ego depletion theory to investigate the relationship between abusive supervision and incivility by exploring the mediating role of ego depletion. Second, it integrates the job demands–resources model with the ego depletion theory to examine how perceived co-workers’ support functions as a buffer in mitigating the effects of ego depletion on incivility. The authors tested our moderated mediation model using hierarchical linear modeling through an experience-sampling study based on data collected from a participants across five consecutive workdays. The findings reveal employees subjected to abusive supervision are more likely to experience a depletion of self-regulatory resources. Moreover, the authors found a positive association between ego depletion and workplace incivility, suggesting that diminished self-control resulting from abusive supervision contributes to a higher likelihood of engaging in uncivil workplace behaviors. In addition, perceived coworkers’ support emerged as a significant moderating factor that attenuates the indirect impact of abusive supervision on workplace incivility through ego depletion. Specifically, when perceived coworkers’ support is high, the negative influence of abusive supervision on ego depletion, and subsequently, on workplace incivility, is mitigated. By exploring ego depletion as the underlying mechanism and boundary conditions imposed by perceived coworker support on the relationship between abusive supervision and workplace incivility, this research contributes to a nuanced understanding of the intricate dynamics of this relationship. Based on the research findings, the authors advocate that organizations should establish and integrate support services, such as counseling and employee assistance programs, to reduce the emotional turmoil caused by abusive supervision.Bearing the brunt: a daily diary examination of abusive supervision and the sustaining role of coworkers’ support
Zubair Akram, Saima Ahmad, Umair Akram, Abdul Gaffar Khan, Baofeng Huo
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to examine the relationship between abusive supervision and workplace incivility using a dual theoretical framework. First, it draws on the ego depletion theory to investigate the relationship between abusive supervision and incivility by exploring the mediating role of ego depletion. Second, it integrates the job demands–resources model with the ego depletion theory to examine how perceived co-workers’ support functions as a buffer in mitigating the effects of ego depletion on incivility.

The authors tested our moderated mediation model using hierarchical linear modeling through an experience-sampling study based on data collected from a participants across five consecutive workdays.

The findings reveal employees subjected to abusive supervision are more likely to experience a depletion of self-regulatory resources. Moreover, the authors found a positive association between ego depletion and workplace incivility, suggesting that diminished self-control resulting from abusive supervision contributes to a higher likelihood of engaging in uncivil workplace behaviors. In addition, perceived coworkers’ support emerged as a significant moderating factor that attenuates the indirect impact of abusive supervision on workplace incivility through ego depletion. Specifically, when perceived coworkers’ support is high, the negative influence of abusive supervision on ego depletion, and subsequently, on workplace incivility, is mitigated.

By exploring ego depletion as the underlying mechanism and boundary conditions imposed by perceived coworker support on the relationship between abusive supervision and workplace incivility, this research contributes to a nuanced understanding of the intricate dynamics of this relationship. Based on the research findings, the authors advocate that organizations should establish and integrate support services, such as counseling and employee assistance programs, to reduce the emotional turmoil caused by abusive supervision.

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Bearing the brunt: a daily diary examination of abusive supervision and the sustaining role of coworkers’ support10.1108/IJCMA-11-2023-0222International Journal of Conflict Management2024-03-20© 2024 Emerald Publishing LimitedZubair AkramSaima AhmadUmair AkramAbdul Gaffar KhanBaofeng HuoInternational Journal of Conflict Managementahead-of-printahead-of-print2024-03-2010.1108/IJCMA-11-2023-0222https://www.emerald.com/insight/content/doi/10.1108/IJCMA-11-2023-0222/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Does family incivility trigger suicidal ideation? The role of emotional exhaustion at work and regulation of emotionhttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-12-2022-0208/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite the prevalence of uncivil behaviors across families and past studies attributing work stressors to suicidal ideation (SI), there is no conclusive evidence of the interactive effect of family incivility (FI) aggravating SI. Hence, the purpose of this study is to explore the association between FI and SI through emotional exhaustion (EE) in the workplace and regulation of emotion. A time lag (T1 and T2) study is applied for primary data collection using a survey questionnaire. The partial least squares–structural equational modeling algorithm tests reliability, validity and hypotheses. Experiencing FI exacerbates SI, while the regulation of emotion and EE mediate the association between FI and SI. Professionals are advised to adopt regulation of emotion that fosters desirable behavior and shields targets from FI and EE, minimizing the intensity of SI. This study significantly adds to how FI and EE aggravate SI and contribute to the body of knowledge on the regulation of emotion in stress and coping mechanisms.Does family incivility trigger suicidal ideation? The role of emotional exhaustion at work and regulation of emotion
Balakrishna Ballekura, Lavanya Vilvanathan
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite the prevalence of uncivil behaviors across families and past studies attributing work stressors to suicidal ideation (SI), there is no conclusive evidence of the interactive effect of family incivility (FI) aggravating SI. Hence, the purpose of this study is to explore the association between FI and SI through emotional exhaustion (EE) in the workplace and regulation of emotion.

A time lag (T1 and T2) study is applied for primary data collection using a survey questionnaire. The partial least squares–structural equational modeling algorithm tests reliability, validity and hypotheses.

Experiencing FI exacerbates SI, while the regulation of emotion and EE mediate the association between FI and SI.

Professionals are advised to adopt regulation of emotion that fosters desirable behavior and shields targets from FI and EE, minimizing the intensity of SI.

This study significantly adds to how FI and EE aggravate SI and contribute to the body of knowledge on the regulation of emotion in stress and coping mechanisms.

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Does family incivility trigger suicidal ideation? The role of emotional exhaustion at work and regulation of emotion10.1108/IJCMA-12-2022-0208International Journal of Conflict Management2023-11-27© 2023 Emerald Publishing LimitedBalakrishna BallekuraLavanya VilvanathanInternational Journal of Conflict Managementahead-of-printahead-of-print2023-11-2710.1108/IJCMA-12-2022-0208https://www.emerald.com/insight/content/doi/10.1108/IJCMA-12-2022-0208/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Conflicts and defensive communication: investigating the mature, neurotic and immature defences of service professionalshttps://www.emerald.com/insight/content/doi/10.1108/IJCMA-12-2022-0211/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies. This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0. Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them. Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts. Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace. This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.Conflicts and defensive communication: investigating the mature, neurotic and immature defences of service professionals
Fatima Vapiwala, Deepika Pandita
International Journal of Conflict Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies.

This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0.

Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them.

Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts.

Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace.

This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.

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Conflicts and defensive communication: investigating the mature, neurotic and immature defences of service professionals10.1108/IJCMA-12-2022-0211International Journal of Conflict Management2023-11-22© 2023 Emerald Publishing LimitedFatima VapiwalaDeepika PanditaInternational Journal of Conflict Managementahead-of-printahead-of-print2023-11-2210.1108/IJCMA-12-2022-0211https://www.emerald.com/insight/content/doi/10.1108/IJCMA-12-2022-0211/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited