- Elgar original reference
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.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.