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Communicative Strategies in Organizational Conflicts: Reliability and Validity of a Measurement Scale

Communicative Strategies in Organizational Conflicts: Reliability and Validity of a Measurement... V e ORGANIZATIONAL COMMUNICATION ORGANIZATIONAL COMMUNICATION 23 e Communicative Strategies in Organizational Conflicts: Reliability and Validity of a Measurement Scale LINDA L. PUTNAM. CHARMAINE E. WILSON Purdue University. University of Washington OST organizational researchers treat conflict as an inevitable and pervasive aspect of organizational life (Perrow, 1979; Pondy, 1967; Katz & Kahn, 1978). Although communication scholars acknowledge this claim by including a chapter on conflict in their texts (Koehler, Anatol, & Applbaum, 1981; Goldhaber, 1979; Huseman, Logue, & Freshley, 1977), researchers in our field have typically ignored the role of communication in organizational conflict. Outside our field organizational researchers have focused on role conflicts (House & Rizzo, 1972; Johnson & Stinson, 1975), supervisor-subordinate disagreements (Burke, 1970; Renwick, 1977), interdepartmental disputes (Lawrence & Lorsch, 1967; Walton & Dutton, 1969), and interorganizational conflicts (Assael, 1969; Sebring, 1977), in addition to a wealth of information on labor­ management conflicts (Walton & McKersie, 1965). The breadth and depth of these topics underscore the significance of conflict research for organiza­ tional communication (Putnam & Jones, 1982). An area that has received considerable attention in the past decade is conflict management styles. Even though conflict styles are primarily in­ terpersonal variables, researchers have examined them http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Annals of the International Communication Association Oxford University Press

Communicative Strategies in Organizational Conflicts: Reliability and Validity of a Measurement Scale

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References (38)

Publisher
Oxford University Press
Copyright
© 1982 Taylor and Francis Group LLC
ISSN
2380-8977
eISSN
2380-8985
DOI
10.1080/23808985.1982.11678515
Publisher site
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Abstract

V e ORGANIZATIONAL COMMUNICATION ORGANIZATIONAL COMMUNICATION 23 e Communicative Strategies in Organizational Conflicts: Reliability and Validity of a Measurement Scale LINDA L. PUTNAM. CHARMAINE E. WILSON Purdue University. University of Washington OST organizational researchers treat conflict as an inevitable and pervasive aspect of organizational life (Perrow, 1979; Pondy, 1967; Katz & Kahn, 1978). Although communication scholars acknowledge this claim by including a chapter on conflict in their texts (Koehler, Anatol, & Applbaum, 1981; Goldhaber, 1979; Huseman, Logue, & Freshley, 1977), researchers in our field have typically ignored the role of communication in organizational conflict. Outside our field organizational researchers have focused on role conflicts (House & Rizzo, 1972; Johnson & Stinson, 1975), supervisor-subordinate disagreements (Burke, 1970; Renwick, 1977), interdepartmental disputes (Lawrence & Lorsch, 1967; Walton & Dutton, 1969), and interorganizational conflicts (Assael, 1969; Sebring, 1977), in addition to a wealth of information on labor­ management conflicts (Walton & McKersie, 1965). The breadth and depth of these topics underscore the significance of conflict research for organiza­ tional communication (Putnam & Jones, 1982). An area that has received considerable attention in the past decade is conflict management styles. Even though conflict styles are primarily in­ terpersonal variables, researchers have examined them

Journal

Annals of the International Communication Association – Oxford University Press

Published: Jan 1, 1982

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