Unpacking the Meaning of Conflict in Organizational Conflict Research

Abstract

In this conceptual essay, we review the field of organizational conflict to unpack how it has been constructed genealogically and with what consequences by investigating three major shifts in theorization that have occurred over the past six decades. First, a move away from viewing conflict as dysfunctional to viewing it as constructive. Second, a shift from normative prescriptions to descriptions of what disputants do in conflict. Third, a shift from psychological functional analyses to studying conflict as an organizational phenomenon. We find that three distinct and essentially contested conceptions frame studies of conflict at work: conflict as a distinct behavioral phenomenon, conflict as an instrumental means of achieving something else, and conflict as a social construction contingent on how reality is perceived. This conceptual essay adds to current thinking in organizational conflict research by emphasizing how philosophical and political assumptions about conflict can be seen to have framed knowledge production within the field when it is viewed historically.

Tracing the Roots of Constructive Conflict Management in Family Firms

“…The second contribution is a deeper understanding of the constructive conflict dynamics of family firms, a topic that has scarcely been studied. This work presents conflict in family firms from a constructive perspective (Mikkelsen & Clegg, ) that posits conflict as a source of positive outcomes because it is conceived as a mutual problem (Deutsch, , ) to be solved cooperatively between family business members.…”

“…However, current evidence points to the positive role of conflict in the continuance of family firms through promoting change (Claßen & Schulte, ; Sharma, Chrisman, & Chua, ) and innovation (De Clercq & Belausteguigoitia, ). Understood as “a constructive force” (Mikkelsen & Clegg, , p. 3), conflict can be perceived by family firms as an opportunity to survive, evolve, and remain sustainable in the long run.…”

Diplomatic Chameleons: Language Style Matching and Agreement in International Diplomatic Negotiations

“…For example, scholars can explore how LSM scores change as negotiators spend more time interacting, as agreements or disagreements over specific given issues deepen, or as negotiators switch from one issue to another. Future studies should further examine the utility of LSM in other multilateral negotiations as well as investigate how the application of LSM might be refined and adapted to diplomatic talks and conflicts in group settings as well as within international organizations (Mikkelsen & Clegg, ).…”

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

“…On the one hand, conflict may bring harmful consequences like stress, absenteeism, and turnover (Spector and Bruk-Lee, 2008 ). On the other hand, conflict can drive innovation, change, and enhanced personal relationships in the workplace when it is constructively managed (Tjosvold et al, 2014 ; Elgoibar et al, 2016 ; Mikkelsen and Clegg, 2018 ). In this matter, trust and open-mindedness play a critical role in displaying its constructive potential (Tjosvold et al, 2014 ; Elgoibar et al, 2016 ).…”

“…Current evidence shows that conflict may play a positive role in the continuance of family firms by triggering change (Sharma et al, 1997 ; Claßen and Schulte, 2017 ) and innovation (De Clercq and Belausteguigoitia, 2015 ; Kammerlander et al, 2015 ). Challenging conventional wisdom, a conflict can be “a constructive force” (Mikkelsen and Clegg, 2018 , p. 3) that contributes to the long-term development and sustainability of family firms.…”