International Journal of Conflict Management

Vapiwala, Fatima; Pandita, Deepika

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-12-2022-0211

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.Design/methodology/approachThis 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.FindingsTask 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.Research limitations/implicationsDefensive 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.Practical implicationsLeaders 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.Originality/valueThis 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.

Shahwar, Durrey; Dhar, Rajib Lochan

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-06-2023-0115

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.Design/methodology/approachThrough 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.FindingsThe 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.Research limitations/implicationsThe 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.Originality/valueThis 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.

Xu, Nan; Tang, Chunyong; Yang, Chengchuan; Lai, Yanzhao

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-03-2023-0058

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.Design/methodology/approachBased on the diary study method, this study used 543 questionnaires collected from 122 teleworkers in China.FindingsThe 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.Originality/valueThe 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.

Ekmekcioglu, Emre Burak; Nabawanuka, Hamidah; Mohammed Alhassan, Yussif; Akparep, John Yaw; Ergenç, Cansu

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-06-2023-0114

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).Design/methodology/approachData 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.FindingsThe 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.Research limitations/implicationsCollecting 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.Practical implicationsBusiness 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.Originality/valueFew 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.

Srivastava, Shalini; Saxena, Anubhuti; Kapoor, Vartika; Qadir, Abdul

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-07-2023-0139

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).Design/methodology/approachDrawing 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.FindingsThe 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.Practical implicationsThe 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.Originality/valueThe 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.

Ullah, Rahman; Kundi, Yasir Mansoor; Shahid, Subhan

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-04-2023-0067

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.Design/methodology/approachUsing Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan.FindingsThe 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.Originality/valueThis 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.

Chen, Hao; Wang, Jiajia; Bao, Jiaying; Zhang, Zihan; Li, Jingya

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-10-2023-0206

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.Design/methodology/approachIn 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.FindingsPeer 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.Originality/valueStarting 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.

Prince, R; Vihari, Nitin Simha; Udayakumar, Gayatri; Rao, Mukkamala Kameshwar

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-06-2023-0113

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.Design/methodology/approachThis 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.FindingsThe 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.Originality/valueTo 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.

Dar, Nasib; Ahmad, Saima; Badar, Kamal; Kundi, Yasir Mansoor

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-09-2023-0180

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.Design/methodology/approachThe data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.FindingsThe findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.Originality/valueTo 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.

Schiff, Amira

2024 International Journal of Conflict Management

doi: 10.1108/ijcma-08-2024-251