Research on Conflict-Handling Behavior: An Experimental Approach.

Cosier, Richard A.; Ruble, Thomas L.

doi:10.2307/256179

Cited by 52 publications

(27 citation statements)

References 12 publications

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“…Phillips and Cheston (1979) found competition the most frequently utilized conflict management style in profit-oriented organizations. Avoidance was found to be the least frequently utilized behavior (Cosier and Ruble, 1981). Sixty-nine percent of the human services' employees in Howell's study fell below the norm established in profit-oriented organizations for the use of competition.…”

mentioning

confidence: 72%

“…Research suggests that people's preferences for different conflict management styles are affected by the degree of intimacy, trust, and risk perceived in the conflict situation (Cosier and Ruble, 1981;Deutsch, 1960;Atthowe, 1960;Clark and Wilson, 1961). It is possible that instead of encouraging the adoption of a specific type of behavior, as is indicated in most of the literature referenced above, these conditions merely encourage people to adopt the strategy of the opposing party.…”

Section: Resultsmentioning

confidence: 99%

“…People working at different levels within an organization have relatively few opportunities to get to know one another. The degree to which people know the person with whom they are in conflict affects their choice of conflict management style (Cosier and Ruble, 1981).…”

mentioning

confidence: 99%

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The Use of Conflict Management Behaviors in Voluntary Organizations: An Exploratory Study

Temkin¹,

Cummings²

1986

Journal of Voluntary Action Research

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This study sought to determine how conflict is managed in voluntary organizations. One-hundred sixty-two subjects, randomly selected from 18 organizations with various missions, were sent a conflict situation and the Organizational Communication Conflict Instrument (OCCI). Results of a three-factor MANOVA show no significant differences in conflict management style attributed to position, sex, or tenure. Significant differences in conflict management style are attributed to content of a conflict situation. The findings are discussed in terms of implications for those working in voluntary organizations.

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mentioning

confidence: 72%

Section: Resultsmentioning

confidence: 99%

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The Use of Conflict Management Behaviors in Voluntary Organizations: An Exploratory Study

Temkin¹,

Cummings²

1986

Journal of Voluntary Action Research

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“…Several research studies have supported the validity of the TDMCR for describing conflictresolution options (Cosier & Ruble, 1981;Ruble & Thomas, 1976). The TDMCR seems to apply very well to family business situations.…”

Section: Conflict Resolution In Family Businessmentioning

confidence: 94%

“…One who wishes to collaborate may become an easy victim of another who is deceitful. Competition seems the best protection from someone who cannot be trusted (Cosier & Ruble, 1981).…”

Section: Collaboration and Constructive Conflictmentioning

confidence: 99%

The Hidden Strengths in Family Business: Functional Conflict

Cosier

Harvey

1998

Family Business Review

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Conflict is likely in family businesses. Although some types of conflict are negative and should be minimized, other types are helpful and should be understood and encouraged to improve decisions. Using Jehn's (1997) framework, three types of conflict are identified and related to family business issues. A framework for conflict resolution is presented. Finally, recommendations for introducing and managing positive conflict in family businesses are offered.

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