Social structure and conflict: A relational approach to the study of conflict and its management in organizations

Ariel C. Avgar, Eric J. Neuman, Wonjoon Chung

Research output: Chapter in book / Conference proceedingChapter in an edited book (as author)Academic researchpeer-review

Abstract

Conflict and its management are central organizational phenomena affecting a wide array of outcomes ranging from individual attitudes and perceptions to group and firm-level performance (Amason 1996; De Dreu 1997; De Dreu and van Vianen 2001; De Dreu and Weingart 2003; Jehn 1995, 1997; Lovelace et al. 2001; Schweiger and Sandberg 1989; Schwenk 1990). Over the past 30 years conflict scholars have amassed an impressive body of research documenting the effects that this construct can have on a host of organizational stakeholders and outcome measures, from employee wellbeing (De Dreu et al. 2004) to team effectiveness (De Dreu 1997; Jehn 1997). This research has also distinguished between different types of conflict. Most notably is a distinction made between relationship conflict, which centers on how well individuals get along, and task conflict, which centers on how individuals perform their work (Jehn 1995, 1997).
Original languageEnglish
Title of host publicationReframing Resolution
Subtitle of host publicationInnovation and Change in the Management of Workplace Conflict
PublisherPalgrave Macmillan
Pages79-101
Number of pages23
ISBN (Electronic)9781137515605
ISBN (Print)9781137515599
DOIs
Publication statusPublished - 1 Jan 2016
Externally publishedYes

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)
  • Business, Management and Accounting(all)

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