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References (4)
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K. Jehn, G. Northcraft, M. Neale (1999)
Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in WorkgroupsAdministrative Science Quarterly, 44
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Allen Amason (1996)
Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management TeamsAcademy of Management Journal, 39
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P. Podsakoff, D. Organ (1986)
Self-Reports in Organizational Research: Problems and ProspectsJournal of Management, 12
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J. Wall, R. Callister (1995)
Conflict and Its ManagementJournal of Management, 21
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 1044-4068
- DOI
- 10.1108/eb022832
- Publisher site
- See Article on Publisher Site
Abstract
Four studies included in this Special Issue investigate the relationships of organizational justice procedural, distributive, and interactional to the five styles of handling conflict with supervisor integrating, obliging, dominating, avoiding, and compromising a structural equations model of the five styles of handling conflict, task and relationship conflicts, and felt stress relationships of proportional conflict composition and perceptual conflict composition to group effectiveness and resistance barriers to team effectiveness. These studies together make a contribution to the literature on conflict management.
Journal
International Journal of Conflict Management – Emerald Publishing
Published: Jan 1, 2000