Peacemaking at the Workplace: A Systematic Review

Abstract

Research on third party interventions in conflict has mostly focused on formal interventions by professional mediators or supervisors. Studies on informal and voluntary third party interventions by peers or someone else in a nonhierarchical position are very limited. The aim of this systematic review is to investigate empirical studies on peacemaking to (a) define the concept; (b) search for scales that measure peacemaking; (c) and identify outcomes of peacemaking. In total, our search led to 713 unique hits of which 12 were retained based on the predefined selection criteria. Based on the findings from the reviewed articles, we propose a definition of peacemaking and identify four components of peacemaking: relational, procedural, emotional, and content help. This study contributes to the current conflict management literature by focusing on informal and voluntary helping behavior in the context of conflicts (instead of formal interventions), while linking the literature on organizational citizenship behavior and research on third party interventions in the context of conflict. In practice, peacemakers play a crucial role in solving conflicts constructively and contribute as such to both individual and team functioning.

Tracing the Roots of Constructive Conflict Management in Family Firms

“…In particular, nonfamily board members play an essential role (Basco & Voordeckers, ) in engaging collaborative familiness and also contributing to constructive conflict. It is possible that their roles as independent advisors would be maximized if they are also committed to adopting constructive conflict management in the family business (Sanchez‐Famoso, Maseda, & Iturralde, ), even acting as peacemakers (Zhang, Bollen, Pei, & Euwema, ). Governance forums such as family councils and family constitutions are helpful to promote collaborative familiness and constructive conflict management in family firms (Alderson, ; Arteaga & Menéndez‐Requejo, ).…”

Communication Objectives Model (COM): A Taxonomy of Face-to-Face Communication Objectives to Inform Tele-Presence Technology Adoption

“…This process includes identifying and acknowledging conflict, solution seeking, and coming to consensus on methods to address the conflict (Sottilare et al, 2018). Caputo et al (2019) and Zhang et al (2018) each offer broader reviews of conflict management literature. Conflict within teams can be due to interpersonal incompatibilities, contrasting viewpoints and opinions pertaining to the task at hand or due to differences with respect to how a task should be accomplished (Jehn & Mannix, 2001).…”

Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers

“…These studies highlighted that direct leaders (R€ omer, 2017), and institutional third-party mediators (Bollen, Euwema, & Munduate, 2016), intervene in conflicts. Additionally, peers as peacemakers (Zhang, Bollen, Pei, & Euwema, 2018), women in the third-party peer role (Benharda, Brett, & Lempereur, 2013), and women religious leaders, specifically, local community leaders in convents, are capable of handling conflicts in beneficial ways. Moreover, productive conflict management occurs in family firms (Alvarado-Alvarez, Armadans, & Parada, 2020) as well.…”