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There are few studies in the literature addressing the interaction between conflict and interpersonal relationship dynamics. Studying this interaction can contribute to the discussion of the outcomes of the conflict.A random sample was drawn from 234 Turkish citizen white collar non-manager employees belonging to nine different professions from SME companies. Consistent with social exchange theory, it has been supposed that when a conflict emerges between co-workers, the norms of social exchange may be undermined, thus the close relationship may be affected negatively. According to the results of multiple linear regression analysis, both of the conflict types affect relational capital. Unexpectedly, analysis revealed that task conflict's effect on relational capital is higher than the relationship conflict's. The moderation analysis revealed that task type doesn't have a moderation role on conflict's effect on relational capital.

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Purpose This study aims to reveal the role of performance on the likelihood of conflict occurrence and the conditions that affect this relationship. This study measures managers’ perceptions about the cause of the subordinate’s low-level performance, stability of the performance, propensity to trust of managers and investigate the effects of them on conflict types. Design/methodology/approach This study draws on the attribution theory for investigating the effect of the negative performance of subordinates on a conflict between manager and subordinate by using the quantitative research method. A random sample was drawn from 150 Turkish mid-level managers from midsized small and medium - sized enterprises companies. The hypotheses are tested by hierarchical linear modeling. Findings According to results, negative performance of subordinates may predict the types of conflict depending on the attributions of managers about negative performance. In addition, the manager’s attributions to the locus of control or/and to the stability affect the likelihood of conflict types occurrence, between managers and subordinates. Depending on the managers’ attributions, the propensity to trust of managers has a significant moderation effect on the relationship between performance of subordinates and the likelihood of conflict types occurrence. Originality/value This study advances knowledge on conditions that affect the likelihood of conflict occurrence. It contributes to the literature by suggesting performance as a predictor of conflict instead of an outcome of the conflict. The research is one of the rare studies investigating the relationship between attributions and conflict. In addition, it expands the understanding of personal traits and conflict interaction by testing the moderation effect of propensity to trust.

Purpose This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context. Design/methodology/approach This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.> Findings According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model. Originality/value This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.