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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 14, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 8)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 181, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 24, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 257)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (Followers: 1, SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 17)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 130, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 8, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 16, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 9, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 16)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 13, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 25)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 47, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 49, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 118, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 186, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 6)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 343, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 49, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover International Journal of Conflict Management
  [SJR: 0.763]   [H-I: 38]   [15 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1044-4068
   Published by Emerald Homepage  [335 journals]
  • On the dimensionality of intragroup conflict
    • Pages: 538 - 562
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 538-562, October 2017.
      Purpose The purpose of this paper is to explore the dimensionality of intragroup conflict and to develop an instrument with acceptable psychometric properties for the comprehensive measurement of conflict. Design/methodology/approach This paper strictly follows the standard scale-developing method: first, establish theoretical dimensions of intragroup conflict; then, develop the initial scale through in-depth interviews and coding schemes; third, revise and verify the scale through exploratory factor analysis and confirmatory factor analysis; and, finally, examine the predictive validity of the new intragroup conflict scale. Findings This study identifies four dimensions of intragroup conflict – cognitive conflict, affective conflict, behavioral conflict, and interest-based conflict – and provides evidence of construct validity for a new measure. The results show that cognitive and interest-based conflict affect group innovation performance positively, whereas affective and behavioral conflict affects it negatively. Originality/value This study first detects interest-based conflict as a new dimension and explores a more comprehensive scale (ABCI) that reflects all the connotations of conflict, which deepens the understanding of intragroup conflict, laying a solid foundation for empirical studies of conflict.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:35:50Z
      DOI: 10.1108/IJCMA-07-2016-0061
       
  • A software implementation and case study application of Lempp’s
           propositional model of conflict resolution
    • Pages: 563 - 591
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 563-591, October 2017.
      Purpose The starting point of this paper is the propositional model of conflict resolution which was presented and critically discussed in Lempp (2016). Based on this model, a software implementation, called ProCON, is introduced and applied to three scenarios. The purpose of the paper is to demonstrate how ProCON can be used by negotiators and to evaluate ProCON’s practical usefulness as an automated negotiation support system. Design/methodology/approach The propositional model is implemented as a computer program. The implementation consists of an input module to enter data about a negotiation situation, an output module to generate outputs (e.g. a list of all incompatible goal pairs or a graph displaying the compatibility relations between goals) and a queries module to run queries on particular aspects of a negotiation situation. Findings The author demonstrates how ProCON can be used to capture a simple two-party, non-iterative prisoner’s dilemma, applies ProCON to a contract negotiation between a supplier and a purchaser of goods, and uses it to model the negotiations between the Iranian and six Western governments over Iran’s nuclear enrichment and stockpiling capacities. Research limitations/implications A limitation of the current version of ProCON arises from the fact that the computational complexity of the underlying algorithm is EXPTIME (i.e. the computing time required to process information in ProCON grows exponentially with respect to the number of issues fed into the program). This means that computing time can be quite long for even relatively small negotiation scenarios. Practical implications The three case studies demonstrate how ProCON can provide support for negotiators in a wide range of multi-party, multi-issue negotiations. In particular, ProCON can be used to visualise the compatibility relations between parties’ goals, generate possible outcomes and solutions and evaluate solutions regarding the extent to which they satisfy the parties’ goals. Originality/value In contrast to standard game-theoretic models of negotiation, ProCON does not require users to provide data about their preferences across their goals. Consequently, it can operate in situations where no information about the parties’ goal preferences is available. Compared to game-theoretical models, ProCON represents a more general approach of looking at possible outcomes in the context of negotiations.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:35:25Z
      DOI: 10.1108/IJCMA-08-2016-0073
       
  • An asymmetric cross-cultural perspective on the mediating role of conflict
           management styles in expatriation
    • Pages: 592 - 616
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 592-616, October 2017.
      Purpose This paper aims to examine the asymmetric effect of cultural distance on the relationship between cultural intelligence and expatriate adjustment through the mechanisms of conflict management styles. Design/methodology/approach This paper conceptualizes a model depicting the interplay between culture intelligence, conflict management styles, cultural flows and expatriate adjustment. Findings The authors argue that the integrating style aggravates the positive effects of cultural intelligence on expatriate adjustment, while the avoiding style may undermine such effects. There is also a possible moderating effect of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment such that, the positive influence of cultural intelligence on adjustment is reinforced when the expatriate is sent from a loose cultural environment to adjust to a tight cultural environment, and that the positive influence of cultural intelligence on adjustment is diminished when the expatriate is sent from a tight cultural environment to adjust to a loose cultural environment. Originality/value This paper explicates the mediating effect of conflict management styles and the moderating roles of cultural distance asymmetry on the relationship between cultural intelligence and expatriate adjustment. The authors suggest that the level of adjustment is contingent on the direction of cultural flows that the assignment operates in.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:34:47Z
      DOI: 10.1108/IJCMA-06-2016-0052
       
  • Organizational crisis: emotions and contradictions in managing internal
           stakeholders
    • Pages: 617 - 643
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 617-643, October 2017.
      Purpose Little research has focused on the impact of organizational crisis on their internal stakeholders – the employees. This paper aims to fill this void by examining the impression management strategies used by senior managers in managing their employees during organizational crisis and the impact of these strategies on employees. Design/methodology/approach The authors collected qualitative data from three organizations and used multiple analytical lenses (such as thematic, content and trope) to explore patterns in senior managers’ management of employees during crisis. Findings Emerging patterns in the data revealed that the emotional state and reactions of employees (individual and collective) during crisis include anger, fear, shame, depression and shock. Additionally, data revealed two major contradictions (tensions) in managing employees during crisis: maintaining and compromising standard and managers’ wants versus employees’ desire in the way organization crisis is managed. Based on these preliminary findings and using affective event theory and the theory of collective emotions as a frame, the authors built a conceptual model that depicts the relationship between organizational crisis, impression management and emotion-driven employee attitudes and behaviors. Research limitations/implications A major limitation in the current research is that authors’ data are largely composed of text (e.g. from newspaper and websites). Nevertheless, the textual data were based on actual interviews with stakeholders and victims and have more than compensated for the limitation. Theoretically, by examining the emotional states and reactions of internal (rather than external) stakeholders to organizational crisis, the authors extend the literature in the area of organizational crisis and crisis management, while the testable propositions in this conceptual model have a potential to open up new pathways for studying organizational crisis. Practically, it is imperative for managers to have skills to identify and manage key employees’ emotional states and reactions to crisis. Managers should align their words and actions during crisis management to increase employees trust. Also pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis. Practical implications The results show that inappropriate impression management strategies may worsen employees’ emotional states and reactions (individual and collective) during crisis; therefore, it is imperative for managers to have skills in identifying key employees’ emotional states and reactions to crisis and the impression management strategies appropriate in managing them. A training that sharpens managers’ emotional intelligence will be helpful in managing the emotions of employees (individual and collective) during crisis. Also, pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis, while senior managers’ words and actions during crisis need to be synchronized to engender employees’ trust. Originality/value This study demonstrates that beyond emotions of employees during crisis, there are contradictions and tensions in the senior manager’s management of their employees during crisis. Also, outcomes of a quantitative test of the conceptual model developed from the current study should improve the generalizability of the results and open up new pathways for future research in this area.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:34:27Z
      DOI: 10.1108/IJCMA-05-2016-0039
       
  • How and why Millennials are initiating conflict in vertical dyads and what
           they are learning
    • Pages: 644 - 670
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 644-670, October 2017.
      Purpose The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments. Design/methodology/approach The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology. Findings Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization. Research limitations/implications The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research. Practical implications Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated. Originality/value The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:35:28Z
      DOI: 10.1108/IJCMA-05-2016-0026
       
  • Personality traits and conflict management styles in predicting job
           performance and conflict
    • Pages: 671 - 694
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 671-694, October 2017.
      Purpose Personality differences may be a major reason of conflict, as well as the perception of conflict and preference for handling that conflict. This study aims to explore the role of personality traits in determining conflict and performance. The authors also studied the moderated mediated relationship between personality and performance through conflict and conflict management styles. Design/methodology/approach A field survey was conducted with a sample of 153 employees to test the hypotheses. Findings As hypothesized, agreeable persons perceive less conflict and extraverts are more likely to use integrating, obliging, compromising and avoiding styles. Emotionally stable people opt for integrating style whereas neurotics opt for dominating style. Conscientiousness, openness and emotional stability have a direct effect on performance, but the interactions between conflict and conflict management styles determine the relationship between personality traits and performance. Research limitations/implications The cross-sectional nature of data and somewhat reliable coefficients for personality measures reduce confidence in the results. Future research should use different or multiple measures of personality. Personality traits may be explored in view of the degree of each personality trait or interactions between personality traits. Practical implications People are sensitive about engaging in conflict and handling conflict differently because of their personality characteristics. The personality traits should, therefore, be understood and considered for conflict experience, conflict management and performance. Originality/value The paper adds to management research by investigating the relationship between personality traits, conflicts, conflict management styles and performance.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:34:30Z
      DOI: 10.1108/IJCMA-12-2016-0105
       
  • Effects of inter-organizational conflicts on construction project added
           value in China
    • Pages: 695 - 723
      Abstract: International Journal of Conflict Management, Volume 28, Issue 5, Page 695-723, October 2017.
      Purpose The purpose of this research is to investigate the effects of inter-organizational conflicts on the project added value in the Chinese construction industry, and also to examine the mediating effect of conflicts on project added value and the moderating effect of conflict management strategies. Design/methodology/approach A conceptual model was developed, and a structured questionnaire survey was conducted with 667 professionals. The structural equation modeling technique was used to analyze the data. Findings The results showed that task conflict, relationship conflict and process conflict were influenced by subject characteristics of project participants, bilateral relationship characteristics and project characteristics. Similarly, these three types of conflicts interact with each other. Meanwhile, these three types of conflicts influence the added value in construction projects, which are moderated by conflict management strategies. Under a collaborating strategy, task conflict and process conflict were positively associated with project added value, and relationship conflict was negatively associated with project added value. Under a competing strategy, task conflict, process conflict and relationship conflict were negatively associated with added value in construction projects. Therefore, the constructive and destructive effects of conflicts on project added value under different conflict management strategies are verified in Chinese construction projects. Research limitations/implications The variables may not be exhaustive for construction projects and most of them were applied in construction projects for the first time. As a result, their rationality and effectiveness could be further improved. The results implied that inter-organizational conflicts had a constructive effect on project added value and should attract broad attention for future research. Additionally, different driving factors had different influences on these conflicts, and even the driving factors can be divided into different dimensions. Practical implications This study provides a better understanding of the relationship between inter-organizational conflicts and added value in construction projects, and a reliable reference for the project manager to effectively deal with these conflicts. In addition, this research reveals the effects of conflicts on project added value and the path of conflicts transformation. This provides a useful reference for project managers to take advantage of the positive effect of task conflict and process conflict, and to avoid the negative effect of relationship conflict. Originality/value Very few studies attempted to examine the effects of inter-organizational conflicts on project added value in construction projects. Therefore, this research makes significant theoretical and practical contributions to the existing body of knowledge on the conflict management and project added value. This research provides an empirical evidence to support the viewpoint that different types of conflicts can be mutually transformed. Similarly, this study explains how conflicts present functional and dysfunctional effects in construction projects. Both of them are potential theoretical contributions to the existing body of knowledge.
      Citation: International Journal of Conflict Management
      PubDate: 2017-10-23T12:35:01Z
      DOI: 10.1108/IJCMA-03-2017-0025
       
 
 
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