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 19: Negotiation processes as sources of (and solutions to) interorganizational conflict

Elizabeth Long Lingo, Colin M. Fisher and Kathleen L. McGinn

Subjects: business and management, organisational behaviour, strategic management


We investigate how party representation structure in negotiations can affect negotiation processes and how those processes can be both sources of and solutions to interorganizational conflict. More specifically, we examine and compare the negotiation processes in three different party representation structures: principal-principal, agent-agent, and team-team. Each party representation structure presents a different set of constraints and opportunities in the negotiation process. In a qualitative analysis of negotiations in a laboratory experiment, we find that negotiators’ efforts to manage the constraints and opportunities of party representation are reflected in the task, procedural, and relational aspects of their micro-interactions and the overall logic, or improvisations, which characterize the negotiations. In addition to offering a new methodical and theoretical approach to studying the effect of organizational features on negotiation processes, our chapter details several directions ripe for future research.

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