CONFLICT MANAGEMENT

Conflict Management

Table of Contents

Abstract5

Chapter 1: Introduction6

Chapter 2: Literature Review10

Conflict10

Conflict Management11

Conflict Management Styles14

Five Styles of Conflict Management16

Conflict Management Strategies18

Collaborate20

Competition20

Compromise21

Accommodation22

Avoidance22

Managing Conflicts between Individuals23

Collaboration/Compromise24

Competition25

Managing Group or Team Conflicts27

Facilitator27

Mediator28

Arbitrator29

Director29

Choosing the Best Strategy30

Conflicts between Firms and Communities42

Social Movements Organize Around Conflicts48

Inter-Communities and Intra-Communities Conflicts49

Conflicts between Communities Can Have a Religious Background50

Organizational Conflict and Learning50

Conflict-Coordination Learning53

The Need for Conflict-Coordination Learning53

Conflict Values and Conflict-Coordination Learning56

Hypothesis 157

Hypothesis 259

Conflict-Coordination Learning and Co-Created Value59

Joint Marketing Strategy Quality60

Hypothesis 361

Hypothesis 462

Hypothesis 562

Hypothesis 663

Chapter 3: Research Methodology64

Research Setting64

Data Collection and Sample66

Measures67

Validation of Measures69

Common Method Bias70

Chapter 4: Analysis and Results71

Chapter 5: Conclusion76

Theoretical Implications76

Managerial Implications80

Limitations and Future Research Directions82

References84

Abstract

Although an equitably large body of publications lives on channel conflict management, little study has been finished from an inter-organizational conflict-learning perspective. This study discovers how channel constituents can use conflict-coordination discovering (CCL), as a conflict tenacity means, which directs to advanced capabilities, which in turn can enhance co-created worth in trading channel relationships from a vendor issue of view. Drawing on both a resource-based outlook of the firm, an absorptive capability viewpoint, and an inter organizational discovering approach, we suggest that conflict standards (positive conflict mind-set and avoidance of conflict behaviours) can be examined as firm assets that exactly leverage CCL, which in turn can enhance co-created worth (joint trading scheme value and junction earnings performance). To discover these matters, we evolved and checked our hypotheses with facts and numbers from 101 vendors inside the nourishment commerce in Taiwan. As forecast, we find that affirmative conflict mind-set is positively associated to CCL, and that avoidance of conflict behaviours is contrary associated to CCL. Furthermore, the outcomes show that junction trading scheme value mediates the relationship between CCL and junction earnings performance. Specifically, under high affirmative conflict mind-set, CCL powerfully seems associated to junction trading scheme quality.

Chapter 1: Introduction

Channel conflict management (Bradford, Stringfellow, & Weitz, 2004; Duarte & Davies, 2003; Rose & Shoham, 2004) and channel discovering (Lukas, Hult, & Ferrel, 1996) have become significant topics in the trading field. In this study, we try to blend these two phenomena to address significant study omissions in both domains. The key study inquiry is how channel constituents can enhance co-created worth through conflict tenacity inside an inter-organizational discovering perspective.

Channel conflict mentions to “a position in which one channel constituent perceives another channel constituent to be committed in demeanour that is stopping or impeding him from accomplishing his goals” (Stern & El- Ansary, 1977: 283). Much learned publications has identified that channel conflict may be a purposeful or a dysfunctional occurrence (Anderson & Narus, 1990; Rawwas, Vitell, & Barnes, 1997). Previous investigations have asserted that task conflict, as a purposeful occurrence, may encourage channel effectiveness, stimulate discovery, and disappoint channel constituents from evolving complacent (Jehn & Mannix, 2001; Vaaland & Håkansson, 2003). However, emotional conflict, a dysfunctional occurrence, may smaller channel effectiveness and have a contradictory leverage on presentation (Frazier & Rody, 1991; Mohr, Fisher, & Nevin, 1996). Thus, because it can be purposeful or dysfunctional in environment, a comprehending of productive channel conflict management has become a significant ...