CONCEPTUALIZING THE CONSTRUCT OF INTERPERSONAL CONFLICT

@article{Barki2004CONCEPTUALIZINGTC,
  title={CONCEPTUALIZING THE CONSTRUCT OF INTERPERSONAL CONFLICT},
  author={Henri Barki and John M. Hartwick},
  journal={International Journal of Conflict Management},
  year={2004},
  volume={15},
  pages={216-244}
}
  • H. Barki, J. Hartwick
  • Published 1 March 2004
  • Psychology
  • International Journal of Conflict Management
The lack of a clear conceptualization and operationalization of the construct of interpersonal conflict makes it difficult to compare the results of different studies and hinders the accumulation of knowledge in the conflict domain. Defining interpersonal conflict as a dynamic process that occurs between interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals, the present paper presents a two… 

Figures and Tables from this paper

Antecedents of Interpersonal Conflicts at Workplace
This paper presents a comprehensive view on the antecedents of interpersonal conflicts at the workplace that would facilitate development of a holistic framework of conflict resolution based on the
The Role Of Locus Of Control In Interpersonal Conflict Resolution Approaches
This study is conducted for the purpose of determining the role of locus of control as personality characteristics in adopting the communication oriented conflict resolution approaches. Conflict is
Examining the Relationship among Context, Cognition, and Conflict Management In the Workplace
Conflict is a component of interpersonal interactions, neither inevitable nor innately bad, but often commonplace (Deutsch & Coleman, 2000; Schellenberg, 1996). Conflict interactions that occur in
An expanded typology of conflict at work: Task, relationship and non-task organizational conflict as social stressors
This study investigated the roles of three types of conflict at work – task, relationship and non-task organizational – in predicting employee strain. These conflict types refer to disputes over
Conceptions of Conflict in Organizational Conflict Research: Toward Critical Reflexivity
Diverse and often unacknowledged assumptions underlie organizational conflict research. In this essay, we identify distinct ways of conceptualizing conflict in the theoretical domain of
Conflict and Decision-Making: Attributional and Emotional Influences
There is general consensus among conflict scholars that cognitive conflict’s impact within the organization is functional, whereas affective conflict’s impact is dysfunctional. Inconsistent findings
Unpacking the Meaning of Conflict in Organizational Conflict Research
In this conceptual essay, we review the field of organizational conflict in order to unpack how it has been constructed genealogically and with what consequences by investigating three major shifts
The role of affects in conflict frames and conflict management
Purpose – The purpose of this paper is to identify the roles of trait affectivity and momentary moods in conflict frames and conflict management. This paper goes beyond affect induction and focuses
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes
In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups.
Notice of RetractionRelationship between interpersonal conflict and counterproductive work behavior: The effects of negative affectivity
This survey study explored the effects of different types of interpersonal conflict on counterproductive work behavior (CWB). We distinguished interpersonal conflict into four types (task outcome
...
1
2
3
4
5
...

References

SHOWING 1-10 OF 68 REFERENCES
A qualitative analysis of conflict types and dimensions in
I thank the interviewed organizational members for their assistance and patience and Jonathon Blake, Roxanne Jones-Toler, Keith Murnighan, and Keith Weigelt for their assistance on this paper. This
Organizational conflict: Concepts and models.
Three types of conflict among the subunits of formal organizations are identified: (1) bargaining conflict among the parties to an interestgroup relationship; (2) bureaucratic conflict between the
CULTURE AND CONFLICT MANAGEMENT: A THEORETICAL FRAMEWORK
This paper proposes a broad perspective for studying the influence of culture on the process of conflict management. Three models of conflict management are described, based on the culture framework
Interpersonal Conflict and Its Management in Information System Development
TLDR
A model of how individuals participating in ISD projects perceive interpersonal conflict is tested and the relationships between interpersonal conflict, management of the conflict, and ISD outcomes are examined.
Assessing Emotionality in Organizational Conflicts
The level of emotions remaining after an organizational conflict has the potential to alter the trajectory of organizational relationships. One hundred seventy-four employees and supervisors reported
Cultural influences on cognitive representations of conflict: interpretations of conflict episodes in the United States and Japan.
This article integrates theory from the cognitive tradition in negotiation with theory on culture and examines cultural influences on cognitive representations of conflict. The authors predicted that
EMOTION IN CONFLICT FORMATION AND ITS TRANSFORMATION: APPLICATION TO ORGANIZATIONAL CONFLICT MANAGEMENT
A growing body of research suggests that conflict can be beneficial for groups and organizations (e.g., De Dren & Van De Vliert, 1997). This paper articulates the argument that to be in conflict is
The Contingency Model and the Dynamics of the Leadership Process1
Publisher Summary This chapter describes the contingency model and the dynamics of the leadership process. The Contingency Model provides a conceptual framework which enables to explain the effects
ENHANCING EFFECTIVENESS: AN INVESTIGATION OF ADVANTAGES AND DISADVANTAGES OF VALUE‐BASED INTRAGROUP CONFLICT
This study investigates the benefits and detriments of emotional and task‐related conflict in work groups. Group value consensus (GVC), or the extent to which group members share values, and group
Perceptions of Inequity, Satisfaction, and Conflict in Task-Oriented Groups
The study reported here was descriptive in nature and looked at 375 subjects involved in a group task. The research focus was on individual satisfaction, type, and amount of conflict, its resolution,
...
1
2
3
4
5
...