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