This revised and updated edition of RahiM's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task conditions. Classifying conflicts as intrapersonal, interpersonal, intragroup, or intergroup, Rahim explains how to diagnose conflict, how to intervene effectively, and how to handle all the different types of conflict that typically arise in organizations.

RahiM's systematic approach to conflict management identifies five styles of handling conflict (integrating, obliging, dominating, avoiding, and compromising). These styles may be used in the course of an intervention, a technique that enables managers to minimize affective conflict while attaining and maintaining a moderate amount of substantive conflict at the individual, group, and intergroup levels. RahiM's book will be of interest to scholars, students, and practitioners in management, organizational psychology, human resources management, and communication.

This series publishes papers initially offered in presentations at the yearly meetings of the International Conference on Advances in Management, and then presents attendees at the next annual conference with a published volume of the best efforts of the previous meeting. This is an unprecedented achievement for a professional association of any size and is of considerable value to the ICAM participants.
This fifth volume Current Topics, contains seventeen chapters divided into six sections. The editors contribute Chapters 1 and 17, and the remaining sixteen were selected from seventy-five competitive papers presented at the sixth annual International Conference on Advances in Management held at Baton Rouge, Lousiana, during July 1999.
The major architecture for this book is divided into six sections. They are labelled: (1) Organization Theory, (2) Organizational Behaviour, (3) Trust, Morality, and Ethics, (4) Organizational Development and Innovation, (5) International Management, and (6) Concluding Comments.

Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. This book is a vigorous analysis of the rational application of conflict theory in organizations for organizational behaviour students, as well as practitioners looking to practice constructive conflict management in their work. This second edition has been thoroughly updated to reflect the latest research in the field and explains the effect that research has on practice, with an expanded range of practical examples and cases. It covers emergent topics such as: Differentials in conflict management styles across generations Technology and its effect on conflict style changes Cross-cultural studies, Diversity and Critical Race Theory This text is a valuable resource for students, instructors, and researchers in HRM and organizational behaviour, and a practical handbook for practitioners that manage (or manage upward) their colleagues.

The last decade has seen quite dramatic changes in political, industrial and social arenas. The collapse of socialism in Eastern Europe and the former Soviet Union has precipitated the introduction of market economics which have in turn required managers in these countries to learn new management skills and gain knowledge of free market dynamics. This has been coupled with an upsurge in the use of electronic networks and personal contacts disseminating knowledge about theory and practice. This volume reflects the early steps in developing both networks and knowledge. The first section deals with the methods of investigation in management and organizational phenomena. One chapter is generic whilst the other two deal with the key issue of leadership and burnout. Other issues in organizational behaviour are examined in the second part with chapters on psychological contract, organizational commitment and managerial self-esteem. The third section deals with social issues such as public policy, ethics, conflict management, managing wellness and measuring organizational climate in hospitals. The final section presents two international studies: one examines the USA and South Korea and the other compares personal values in Yugoslavia, Russia and the USA.

This edited collection examines organizational conflict and how it is handled in seven different countries (and cultures) around the globe: France, Japan, the Netherlands, Norway, South Africa, Spain, and Turkey. Experts on each country discuss how various social, cultural, and economic forces affect conflict management; how managerial styles differ with regard to organizational and interpersonal conflict management; alternative dispute mechanisms available in each country for the resolution of conflict; and how general managerial effectiveness can be improved with respect to organizational conflict.

Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. This book is a vigorous analysis of the rational application of conflict theory in organizations for organizational behaviour students, as well as practitioners looking to practice constructive conflict management in their work. This second edition has been thoroughly updated to reflect the latest research in the field and explains the effect that research has on practice, with an expanded range of practical examples and cases. It covers emergent topics such as: Differentials in conflict management styles across generations Technology and its effect on conflict style changes Cross-cultural studies, Diversity and Critical Race Theory This text is a valuable resource for students, instructors, and researchers in HRM and organizational behaviour, and a practical handbook for practitioners that manage (or manage upward) their colleagues.

Volume thirteen in Current Topics in Management is focused on global perspectives on strategy, behavior, and performance. Originally presented at the 2008 ICAM (International Conference on Advances in Management) conference, these contributions provide a substantial basis for such thematic developments. Th e series continues to resist pressures for specialized research on narrow topics within some temporary niche. It transcends narrow disciplines and national boundaries to provide management research with a universalistic fl avor. There are thousands of books and hundreds of academic and practitioner journals and magazines about the general subject of management. Each has its own subculture and concerns. The thirteenth volume of Current Topics is devoted to expanding and integrating ideas, research, and experiences that cuts across these specialties. Th e editor recognizes that it is important to respect the natural interdependencies that constitute management, but doing so requires the fi eld to rise above narrow specialization and niche research. For an outstanding vision of the frontiers of management research and emerging topics such as the sub-prime crisis and recession this volume is an excellent place to begin. Among other topics, the volume highlights the economic roots of management--the increase in visibility and perceived importance of accounting in the banking sector and how accounting is signifi cant beyond its technical roles. It provides new insights into how management accounting practices, along with other organizational systems, play an important role in questioning, visualizing, analyzing, and measuring implemented strategies. It understands accounting's important infl uence on strategic decision-making, and its role in legitimating action. Cumulatively, these contributions integrate theory, research, and practice, while sharing ideas and insights from diff erent national, cultural, and research traditions.

In this volume, M. Afzalur Rahim gathers ten contributions covering a diverse range of topics. These include Type III error in medical decision making, a theoretical model of social intelligence, a structural equations model of social intelligence, servant theory of leadership, entrepreneurial motives and orientations, stress and strain among self-employed and organizationally employed employees, a theory of communication nexus, foreign direct investment from emerging markets, operations and strategy of healthcare management, and knowledge recipients and knowledge transfer.international perspectives.

This volume is focused on the social intelligence (SI) of leaders. SI is generally defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others. Beginning with a cross-cultural study of the social intelligence of leaders in the United States, the United Kingdom, Scotland, Hong Kong, and Thailand, the work moves on to discuss the influence of SI on creative performance. The findings of the study show that leaders' SI was positively associated with their creative performance in each of the five countries. Other contributions cover topics relating to SI such as social connection and executive compassion. In addition, the volume also features five book reviews, a list of books received, and a detailed case study, titled "Program Management for Global Software Development: A Case Study of the Windows Embedded Automotive Team" by Paul Gratton. The work will be of use to those studying business, management, and economics.

This volume is focused on the social intelligence (SI) of leaders. SI is generally defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others. Beginning with a cross-cultural study of the social intelligence of leaders in the United States, the United Kingdom, Scotland, Hong Kong, and Thailand, the work moves on to discuss the influence of SI on creative performance. The findings of the study show that leaders' SI was positively associated with their creative performance in each of the five countries. Other contributions cover topics relating to SI such as social connection and executive compassion. In addition, the volume also features five book reviews, a list of books received, and a detailed case study, titled "Program Management for Global Software Development: A Case Study of the Windows Embedded Automotive Team" by Paul Gratton. The work will be of use to those studying business, management, and economics.

An important contribution to the literature of organizational behavior and communication, this volume explores the strategies and issues involved in conflict management. The contributors represent a variety of academic disciplines and their treatment of the subject is both comprehensive and multidisciplinary in nature. Taking as their focus the premise that certain types and levels of conflict can have positive consequences, the authors present an in-depth look at the techniques available to manage conflict within organizations and groups, between individuals, and among nations.

The volume is divided into five major sections, each addressing a particular aspect of conflict management. In Part One, the contributors look at organization conflict, examining issues such as interpersonal conflict on the job, the nature of destructive criticism, and different styles of handling conflict. The second section addresses the critical relationship between communication and conflict with separate chapters devoted to communications theory, divorce mediation, the role of argumentation in bargaining, and bargaining strategies. Subsequent sections discuss negotiation and mediation, while the final section provides an integrated perspective on conflict management theory and practice. Each section begins an introductory essay that sets the following papers in context, making this an ideal set of readings for courses in organizational behavior, resources management, and communications.

In this volume, M. Afzalur Rahim gathers ten contributions covering a diverse range of topics. These include Type III error in medical decision making, a theoretical model of social intelligence, a structural equations model of social intelligence, servant theory of leadership, entrepreneurial motives and orientations, stress and strain among self-employed and organizationally employed employees, a theory of communication nexus, foreign direct investment from emerging markets, operations and strategy of healthcare management, and knowledge recipients and knowledge transfer. Contents include: Foundations of Social Intelligence; A Model of Leaders' Social Intelligence, Interpersonal Justice, and Creative Performance; Servant Leadership and Psychological Climate as Moderators of Job Satisfaction-"Organizational Citizenship Behavior Relationship"; "Entrepreneurship Motives, Entrepreneurial Orientation, and Duration of New French Firms"; "Relationship between Job-Related Stressors and Job Burnout"; "Communicating in the 21st Century Workplace"; "Outward Foreign Direct Investment Activities and Strategies by Firms from Emerging Markets"; "Healthcare Management"; and "The Relationships of Knowledge Recipients to Knowledge Transfer." Cumulatively, these contributions integrate theory, research, and practice from national and international perspectives.

Current Topics in Management is an annual scholarly journal and this volume is divided into four major sections: Managing Conflict and Justice; Leadership, Social Capital, and Personality; Entrepreneurship and Small Business Management; and Ethics, Learning, and Change. These contributions seek an integration of theory, research, and practice, which is the essential goal of Current Topics in Management.

The first section contains two empirical studies on organizational conflict and a theoretical work that addresses the application of organizational justice theory to consumer behavior. The second section contains three empirical studies relating to the leadership language used by senators Hillary Clinton and Barack Obama during the last presidential election, building social capital through leader-member exchanges, and the big-five personality and financial performance of fund managers. Section three contains an essay on revising Phelan's model on entrepreneurship and a case study on a small business organization. The fourth section contains three contributions, two theoretical papers and an empirical study of the administration of state governments.

The contributions included are "The Moderating Role of Social Attitudes on the Relationship between Diversity and Conflict"; "The Effects of Geographic Dispersion and Team Tenure"; "Fairness and Consumer Behavior"; "Obama vs. Clinton: Exploring the Impact of Leadership Language"; "Social Capital Via Leader"; "Financial Performance of Fund Managers"; "A Conceptual Framework Linking Entrepreneurs to International New Venture Competitiveness"; and "BSL Printing Company: A Case Study."

The twelve essays collected here offer a wide-ranging look at the latest theory and research in conflict management. Organized around six broad topical areas, the volume explores organizational conflict, communication and conflict, negotiation and bargaining, mediation and arbitration, conflict in the public sector, and international conflict. Interdisciplinary in scope, the essays are designed to help human resources professionals, industrial psychologists, managers, and students of organizational behavior learn to manage conflict by identifying ways to maximize its positive effects while minimizing its negative and potentially disruptive influences.

Each of the six sections includes two chapters and an introduction by one of the leaders in the conflict management field. Among the topics addressed are the goal interdependence approach to communication in conflict, applied communications research in negotiation, comparing hardline and softline bargaining strategies, consistency in employee rights, the effect of payoff matrix induced competition, and mediation in the People's Republic of China. The final two sections examine conflict in the public sector and international conflict, with individual chapters on managing conflict in the policy process, the theoretical dimensions of environmental mediation, relationships of hierarchy, and deterrence and the management of international conflict. Taken together, these essays provide a comprehensive overview of the current state of theoretical and applied work in conflict management.

As the series editor, M. Afzalur Rahim points out with justifiable pride, for the past fourteen years "Current Topics in Management" has provided high quality research and theory on management concerns at the international as well as national levels, and done so through with respect for the universality, collegiality and need for broad involvement. The present volume continues and expands on that tradition, and is predicated on the need for high level interactions between human motivation and organizational performance.

While each essay is unique and can stand alone, the volume demonstrates a linkage in four major sections: organizational behavior and performance; strategy, structure, and performance; cognition, common sense, and effectiveness; and entrepreneurship as a whole. This makes possible a unique title for the volume as a whole: "Organizational Behavior, Performance, and Effectiveness."

This volume takes on innovative dimensions in its own right: the relationship between competence, performance and longevity in issues of social support networks and organizational turnover, the issue of competence destroying technologies that are engulfed by uncertainty, firm performance and cognitive differentiation of tasks, management premises and cellular organizations - both past and present, and wider issues of cognition in the performance of tasks and the design of enterprises. This is in short, i1/2a cutting edge volume of potential wide use and interest in a variety of public and private managerial situations.

Volume thirteen in "Current Topics in Management" is focused on global perspectives on strategy, behavior, and performance. Originally presented at the 2008 ICAM (International Conference on Advances in Management) conference, these contributions provide a substantial basis for such thematic developments. Th e series continues to resist pressures for specialized research on narrow topics within some temporary niche. It transcends narrow disciplines and national boundaries to provide management research with a universalistic fl avor.

There are thousands of books and hundreds of academic and practitioner journals and magazines about the general subject of management. Each has its own subculture and concerns. The thirteenth volume of "Current Topics" is devoted to expanding and integrating ideas, research, and experiences that cuts across these specialties. Th e editor recognizes that it is important to respect the natural interdependencies that constitute management, but doing so requires the fi eld to rise above narrow specialization and niche research. For an outstanding vision of the frontiers of management research and emerging topics such as the sub-prime crisis and recession this volume is an excellent place to begin.

Among other topics, the volume highlights the economic roots of management--the increase in visibility and perceived importance of accounting in the banking sector and how accounting is signifi cant beyond its technical roles. It provides new insights into how management accounting practices, along with other organizational systems, play an important role in questioning, visualizing, analyzing, and measuring implemented strategies. It understands accounting's important infl uence on strategic decision-making, and its role in legitimating action. Cumulatively, these contributions integrate theory, research, and practice, while sharing ideas and insights from diff erent national, cultural, and research traditions.

"M. Afzalur Rahim" is the founding editor of the "International Journal of Organizational Analysis" and "International Journal of Confl ict Management," author of twenty books and numerous journal articles, and is a Distinguished University Professor at Western Kentucky University.

Social intelligence is defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others. Intelligence, Sustainability, and Strategic Issues in Management analytically discusses this concept within administrative and entrepreneurial managerial business environments. The volume opens with a study of academic department chairs' social intelligence and faculty members' satisfaction with annual evaluation of teaching and research at a US university. The seven other articles cover a range of topics, including a neurocognitive model of entrepreneurial opportunity, ownership dilution, sustainability in inventory management, the role of status in imitative behaviour, the negative impacts of embeddedness, product quality failures in international sourcing, and employers' use of social media in employment decisions. In addition to the articles, the volume also features a case study, "From Social Entrepreneur to Social Enterprise," a research note, "Reducing Job Burnout through Effective Conflict Management Strategy," five book reviews, and a list of books received.

Current Topics in Management is an annual scholarly journal and this volume is divided into four major sections: Managing Conflict and Justice; Leadership, Social Capital, and Personality; Entrepreneurship and Small Business Management; and Ethics, Learning, and Change. These contributions seek an integration of theory, research, and practice, which is the essential goal of Current Topics in Management. The first section contains two empirical studies on organizational conflict and a theoretical work that addresses the application of organizational justice theory to consumer behavior. The second section contains three empirical studies relating to the leadership language used by senators Hillary Clinton and Barack Obama during the last presidential election, building social capital through leader-member exchanges, and the big-five personality and financial performance of fund managers. Section three contains an essay on revising Phelan's model on entrepreneurship and a case study on a small business organization. The fourth section contains three contributions, two theoretical papers and an empirical study of the administration of state governments. The contributions included are "The Moderating Role of Social Attitudes on the Relationship between Diversity and Conflict" "The Effects of Geographic Dispersion and Team Tenure" "Fairness and Consumer Behavior" "Obama vs. Clinton: Exploring the Impact of Leadership Language" "Social Capital Via Leader" "Financial Performance of Fund Managers" "A Conceptual Framework Linking Entrepreneurs to International New Venture Competitiveness" and "BSL Printing Company: A Case Study."

This is the third volume in a series which targets the tests of the global applicability of existing managerial theory and experience. It examines: issues in organizational behavior; strategy, culture and effectiveness; managing health care; human resource management; and managing across cultures.

As the series editor, M. Afzalur Rahim points out with justifiable pride, for the past fourteen years Current Topics in Management has provided high quality research and theory on management concerns at the international as well as national levels, and done so through with respect for the universality, collegiality and need for broad involvement. The present volume continues and expands on that tradition, and is predicated on the need for high level interactions between human motivation and organizational performance. While each essay is unique and can stand alone, the volume demonstrates a linkage in four major sections: organizational behavior and performance; strategy, structure, and performance; cognition, common sense, and effectiveness; and entrepreneurship as a whole. This makes possible a unique title for the volume as a whole: Organizational Behavior, Performance, and Effectiveness. This volume takes on innovative dimensions in its own right: the relationship between competence, performance and longevity in issues of social support networks and organizational turnover, the issue of competence destroying technologies that are engulfed by uncertainty, firm performance and cognitive differentiation of tasks, management premises and cellular organizations - both past and present, and wider issues of cognition in the performance of tasks and the design of enterprises. This is in short,i?1/2a cutting edge volume of potential wide use and interest in a variety of public and private managerial situations.