Table of Contents

Handbook of Conflict Management Research

Handbook of Conflict Management Research

Elgar original reference

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.

Chapter 11: The role of voice in managing conflict

Debra L. Shapiro and Ethan Burris

Subjects: business and management, organisational behaviour, strategic management


To effectively manage conflict in organizations requires understanding the pervasive role that voice plays in the process of managing conflict from the perspective of the grievant(s), “the accused party," and the "conflict resolver." Additionally, it is important to understand how each of these perspectives is influenced by the broader organizational context. To provide the latter insights, our chapter describes the process of conflict management from each of these perspectives. We conclude by identifying these six emergent insights and their implications for guiding and strengthening future research and practices regarding conflict management. One overarching conclusion that gets illuminated across these six insights is that voice is an integral part of managing conflict across various sets of participants at multiple levels of analysis. As such, future studies of conflict management will ideally reflect the multi-level and multi-party process that is embodied when employees speak up in ways to resolve their dissatisfaction.

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