Effects of Formal Authority and Experience on Third-Party Roles, Outcomes, and Perceptions of Fairness.

Karambayya, Rekha; Brett, Jeanne M.; Lytle, Anne L.

doi:10.2307/256381

Cited by 77 publications

(72 citation statements)

References 7 publications

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“…In the USA, third party managers' status influences the way they intervene in workplace disputes. Specifically, this contextual ‘status effect’ reveals that third party managers act more autocratically and encourage outcomes that reinforce the status quo when they are superiors rather than peers to the disputing parties (Elangovan, 1995; Karambayya et al., 1992). The evidence suggests that the third party's status cues or primes behaviour.…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

“…Although Japanese companies do use the ringi system of decision making (i.e., a decision made by sending a memo around to several people to get approval instead of by a face‐to‐face meeting) (March, 1990), personnel decisions such as the one we are studying seem unlikely to be made jointly because of the aversion to direct confrontation in traditionally hierarchical cultures (Brett, 2001). Moreover, although there is evidence that a managerial third party's status influences the behavioural dynamics within the USA (Karambayya et al., 1992), the willingness in this culture to confront directly (Brett, 2001) and strong egalitarian values will tend to dampen this dynamic.…”

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confidence: 99%

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Intervening in Employee Disputes: How and When Will Managers from China, Japan and the USA Act Differently?

et al. 2007

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We investigated how third party managers from China, Japan and the USA intervened in employees' disputes. Consistent with predictions, we found (using non‐linear HLM analysis) that managers who were superiors to the disputants behaved autocratically and/or decided on conservative (e.g., contract adhering) outcomes; but managers who were peers (especially in China and the USA), generally involved disputants in decision‐making and obtained integrative outcomes that went beyond initial contract related mandates. Our results extend prior research and theorizing using the dispositional and constructivist perspectives on culture by introducing norm complexity as an explanation for variations in third party conflict intervention behaviour within one culture.

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Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

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confidence: 99%

Intervening in Employee Disputes: How and When Will Managers from China, Japan and the USA Act Differently?

et al. 2007

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“…These participants, however, were older than the typical undergraduate student and had levels of supervisorial experience similar to M.B.A. student samples (see Karambayya et al, 1992). Future research should investigate how the need for closure influences the choice of conflict intervention strategies with more experienced managers.…”

Section: Limitations and Future Directionsmentioning

confidence: 97%

“…Although past research sheds light on a number of dispute-related attributes, such as time pressure and dispute importance (Lewicki and Sheppard, 1985), little research addresses how third-party characteristics influence managerial conflict intervention (for an exception The current issue and full text archive of this journal is available at www.emeraldinsight.com/0268-3946.htm JMP 22,5 496 see Karambayya et al, 1992). Scholars have examined how characteristics of third parties (e.g.…”

Section: *Related Content and Download Information Correct At Time Ofmentioning

confidence: 99%

The influence of the need for closure on managerial third‐party dispute intervention

Arnold

2007

Journal of Managerial Psychology

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -The purpose of this study is to investigate how third-party managers' cognitive need (motivational tendency) for closure influences their decisions on how to intervene in conflict. Design/methodology/approach -The data were collected from 61 undergraduate business students. All participants had managerial experience and may represent future managers. Participants read a scenario describing a hypothetical conflict between members of a project team and evaluated the likelihood of choosing different strategies to intervene in the conflict. Findings -Results showed that individuals with a high need for closure were more likely to choose an autocratic procedure and less likely to choose mediation than individuals with a low need for closure. The option of letting disputants resolve the conflict themselves was somewhat unattractive to those with a high need for closure.Research limitations/implications -The use of a scenario approach may limit the generalizability of the results. Future studies should examine the need for closure in field settings. The results of this study extend the theory of managerial dispute resolution by showing how individual difference factors influence the choice of conflict intervention strategies. Practical implications -The ability to manage conflict effectively is critical for third-party managers. Managers need to understand how their need (or motivation) for closure influences how they choose to intervene in conflict. These choices influence managerial effectiveness. Originality/value -This is one of the first papers to examine the influence of individual difference factors, such as the cognitive need for closure, on the choice of managerial conflict intervention strategies.

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“…It is not surprising, then, that they tend to prefer informal third parties (e.g., peers) and eschew formal routes to settlement (Kolb & Bartunek, 1992). For example, studies show that peers, in contrast to managers, are more likely to mediate and less likely to impose settlement decisions on disputants (Karambayya, Brett, & Lytle, 1992). Moreover, informal routes (e.g., peers) are often preferred when the costs involved in the conflict are low.…”

Section: Mediation In Organizationsmentioning

confidence: 99%

Mediator Insight: Disputants' Perceptions of Third Parties' Knowledge and Its Effect on Mediated Negotiation

Arnold

2000

International Journal of Conflict Management

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This study examined the influence of mediator insight on disputants' perceptions and behaviors in negotiation. Participants played the role of student employee representatives and bargained with student management representatives over a number of issues. During the course of the negotiation, a mediator made recommendations as to how the conflict should be resolved. The experiment varied (1) the amount of information disputants believed mediators possessed about their interests and needs and(2) mediator recommendations (e.g., integrative, compromise, non/ integrative). The results indicated that perceived insight (i.e., the level of information about the conflict) had strong effects on disputants' perceptions of mediator credibility. Perceptions of mediator credibility, in turn, were found to influence disputants' general perceptions of the mediator (e.g., acceptability, confidence, satisfaction) and perceptions of the mediator's recommendations.

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Effects of Formal Authority and Experience on Third-Party Roles, Outcomes, and Perceptions of Fairness.

Cited by 77 publications

References 7 publications

Intervening in Employee Disputes: How and When Will Managers from China, Japan and the USA Act Differently?

Intervening in Employee Disputes: How and When Will Managers from China, Japan and the USA Act Differently?

The influence of the need for closure on managerial third‐party dispute intervention

Mediator Insight: Disputants' Perceptions of Third Parties' Knowledge and Its Effect on Mediated Negotiation

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