Citation
(2012), "2011 Awards for Excellence", International Journal of Conflict Management, Vol. 23 No. 1. https://doi.org/10.1108/ijcma.2012.34423aaa.001
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited
2011 Awards for Excellence
Article Type: 2011 Awards for Excellence From: International Journal of Conflict Management, Volume 23, Issue 1
The following article was selected for this year's Outstanding Paper Award for International Journal of Conflict Management
"Using power to affect performance in China: effects of employee achievement and social context''
Dean TjosvoldDepartment of Management, Lingnan University, Hong KongHaifa SunManagement School, Sun Yat-Seng University, Guangzhou, China
Purpose - Researchers interested in the positive side of power and managers seeking to develop a resourceful workforce seek to understand the conditions under which managers use their power to assist and encourage employees. This paper aims to address this issue.Design/methodology/approach - An experiment conducted in China tested the hypothesis that employee performance and relationship with the manager affects the use of power.Findings - Results indicate that participants used their power to provide directly relevant information and encouraged employees who demonstrated their need by performing ineffectively. In addition, participants with cooperative, compared with competitive and independent, goals assisted, encouraged, and felt the responsibility to assist their employees.Originality/value - Results were interpreted as suggesting that demonstrating a clear need for managerial assistance and developing cooperative goals are important bases for fostering the positive use of power.Keywords - Management power, Empowerment, Competitive strategy, Employees, China
www.emeraldinsight.com/10.1108/10444061011079921
This article originally appeared in Volume 21 Number 4, 2010, pp. 364-81, International Journal of Conflict Management
The following articles were selected for this year's Highly Commended Award
"A re-evaluation of conflict theory for the management of multiple, simultaneous conflict episodes''
James SpeakmanLynette Ryals
This article originally appeared in Volume 21 Number 2, 2010, International Journal of Conflict Management
"The role of face in the decision not to negotiate''
Edward W. Miles
This article originally appeared in Volume 21 Number 4, 2010, International Journal of Conflict Management
"Negotiated capital: conflict, its resolution, and workplace social capital''
Ariel C. Avgar
This article originally appeared in Volume 21 Number 3, 2010, International Journal of Conflict Management
Outstanding Reviewers
Professor Dean TjosvoldLingnan University, Hong Kong
Dr Gerben van KleefUniversity of Amsterdam, The Netherlands