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 13: Conflict and change in teams: The innovative newcomer challenge

Floor Rink and Aimée A. Kane

Subjects: business and management, organisational behaviour, strategic management

Abstract

Change is inevitable in groups, and in some cases necessary for survival. Yet, at the same time, teams often resist the disruption and conflict that accompanies change, especially those involving members and practices. In this chapter, we present a line of research on team receptivity to newcomers, or the willingness of groups to adopt the newcomers’ unique contributions. We draw on conflict theories to develop a conceptual model outlining when teams experience minimal conflict or disruption due to the presence of a newcomer and accept the unique insights of this member instead. This conceptual model informs organizations on how to deal productively with conflict arising from membership change in teams.

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