Conflict handling, trust and commitment in outsourcing relationship: A Chinese and Indian study

Relationship between Distributive Justice, Procedural Justice, Conflict Management Styles and Affective Commitment: A Study among Bank Employees in Northern Malaysia

“…These findings reflected the results of previous empirical studies (e.g. Ahmad & Marinah 2013;Ndubisi 2011;Griffin et al 2010;Inon et al 2003;London & Howat 1978).Thus proving that when employees perceive that the use of integrating, obliging or compromising styles isapparent in the organisation, it will reduce the likelihood of negative attitude and behaviours and generate a stronger sense of commitment to the organization. On the other hand, employees who utilize the dominating style tend to exhibit discontentment, discourtesy, intention to quit and extremely dissatisfied with organisation.…”

“…Effective and appropriate conflict management behaviours in turn are likely to improve employees' perception of justice and affective commitment in their organization. Furthermore, employees with high distributive and procedural justice tend to share their ideas with others, obtain suggestions and help from colleagues and know how to maintain a long-term and cooperative relationship with their co-workers, which will result in enhancing affective commitment towards their organization (Ndubisi 2011 Questionnaires were distributed to non-managerial bank employees such as the messengers, clerks, officers and senior officers working inthe states of Penang, Kedah, Perlis and North Perak. The questionnaires were distributed using a simple random sampling method.…”

"Cultural Values, Emotional Intelligence, and Conflict Handling Styles: A Global Study"

“…Therefore, individuals that are more long-term oriented will prefer not to dominate a conflict as such preference is more consistent with their cultural values. While several studies examined long-term orientation and conflict styles in the same study (e.g., Ndubisi, 2011;Song et al, 2006;Xie et al, 1998), to the best of our knowledge no study directly assessed and reported results (e.g., correlation coefficients or statistical comparison of country mean values) for the association between long-term orientation and conflict handling style. Based on the theoretical arguments we posit:…”

Managing in conflict: How actors distribute conflict in an industrial network

“…One would expect a tendency in this research towards tasks and processes (Jehn and Mannix, 2001;Greer, Jehn and Mannix, 2008), and towards bargaining and politics (March and Simon, 1958). We see this in studies of the conflict between sales and marketing personnel (Le Meunier-FitzHugh, Massey & Piercy, 2011;Chartered Institute of Marketing, 2011), suppliers and their customers in sustainable supply networks, and those managing different marketing and distribution channels (Chang & Gotcher, 2010;Cheng & Sheu, 2012;Ndubisi, 2011;Plank, Newell & Reid, 2006;Plank & Newell, 2007;Webb & Lambe, 2007). In these settings, conflicts are generally seen as dysfunctional, and as being resolved through the identification of goals, their divergence, reasons for or antecedent of these divergences, and instruments of alignment -common with bargaining -as incentives, supported by senior managerial involvement.…”