The study of intragroup dynamics in management studies views conflict as a contingency process that can benefit or harm a group based of characteristics of the group and context. We review five models of intragroup conflict in management studies. These models include diversity-conflict and behavioral negotiation models that focus primarily on conflict within a group of people; social exchange and transaction cost economics models that focus primarily on conflict within a group of firms; and social dilemma models that focus on conflict in collectives of people, organizations, communities, and generations. The review is constituted by summarizing the insights of each model, foundational papers to each model; the most recent uses and developments of the models in the last decade; the complementarity of these models; and the future research directions.

PurposeThe purpose of this study is to examine the organizational and environmental antecedents to the appointment of a woman to a non-CEO top management team (TMT) position.Design/methodology/approachThis study uses a conditional fixed effects logistic regression model to analyze non-CEO TMT appointment data collected from the S&P 500 between 2008 and 2016.FindingsWomen were more likely to be appointed to non-CEO TMT positions when a firm was undergoing strategic change, had slack resources, and was in a less munificent environment.Originality/valueThis article contributes to the literature concerning the antecedents of the selection of women to executive leadership (e.g. the glass cliff) roles by examining organizational and environmental contexts at the non-CEO TMT unit of analysis.

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