A theory-based measure of conflict management strategies in the workplace

By Carsten K. W. De Dreu, A. Evers, B. Beersma, E. Kluwer, A. Nauta. 2001

486 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c5a1310248e42b48750340407dd5402b3ecd166b

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Conflict stress and reduced well-being at work: The buffering effect of third-party help (2005, background): “This factor structure supported our presupposition that the particular conflict handling style of third-party help can be meaningfully distinguished from the classical styles of problem solving, forcing, avoiding, and accommodating (cf. De Dreu et al., 2001).”
Passive responses to interpersonal conflict at work amplify employee strain (2009, background): “Furthermore, and although not always consistent across samples, the correlations between different conflict management styles were low to moderate and generally consistent with past work and theorizing (De Dreu et al., 2001; van de Vliert, 1997).”
Team conflict management and team effectiveness: the effects of task interdependence and team identification (2009, methodology): “Furthermore, De Dreu et al. (2001) criticized the psychometric qualities of Rahim’s (1983) Organizational Conflict Inventory (ROCI II), which was used in the present study.”
Workplace deviance, organizational citizenship behavior, and business unit performance: the bad apples do spoil the whole barrel (2004, background): “…to the conflict management literature, for instance, there are many different ways in which business unit members deal with conflicts within the unit (De Dreu et al., 2001), and these different conflict management tactics might be differentially associated with organizational effectiveness.”
A Systematic Social Observation Study of Police De-Escalation Tactics (2018, background): “This echoes the premise of dual concern theory, that having concern for both the self and others will encourage a mutual understanding, more effective communication strategies, and greater conflict resolution (De Dreu et al., 2001). In addition, Richmond et al. (2012) highlighted the importance of e”