Editor's comments: Conflict and conflict resolution - A return to theorizing

Academy of Management Review

Volumn 28, Issue 4, 2003, Pages 543-546

  Mannix, Elizabeth ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0142169048     PISSN: 03637425     EISSN: None     Source Type: Journal    
DOI: 10.5465/AMR.2003.10899363     Document Type: Review

References (19)

1. Adair, W., Okumura, T., & Brett, J. 2001. Negotiation behavior when cultures collide: The United States and Japan. Journal of Applied Psychology, 86: 371-385.
2. Ancona, D., & Chong, C. 1999. Cycles and synchrony: The temporal role of context in team behavior. In E. Mannix, M. Neale, & R. Wageman (Eds.), Research on managing groups and teams, vol. 2: 33-48. Stamford, CT: JAI Press.
3. Blount, S., & Janicik, G. 2002. Getting and staying in-pace: The "in-sync" preference and its implication for work-groups. In E. Mannix, M. Neale, & H. Sondak (Eds.), Research on managing groups and teams, vol. 4: 235-266. New York: Elsevier Science Press.
4. Deutsch, M. 1973. The resolution of conflict. New Haven, CT: Yale University.
5. Elsbach, K. D., Sutton, R. I., & Whetten, D. A. 1999. Perspectives on developing management theory, circa 1999: Moving from shrill monologues to (relatively) tame dialogues. Academy of Management Review, 24: 627-634.
6. Jehn, K., Chadwick, C., & Thatcher, S. 1997. To agree or not to agree: Diversity, conflict, and group outcomes. International Journal of Conflict Management, 8: 287-306.
7. Jehn, K., & Mannix, E. A. 2001. The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44: 238-251.
8. Jehn, K. A., Northcraft, G. B., & Neale, M. A. 1999. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44: 741-763.
9. Lewicki, R., Saunders, D., & Minton, J. 1997. Essentials of negotiation. Chicago: Irwin.
10. Mannix, E. A., Tinsley, C., & Bazerman, M. H. 1995. Negotiating over time: Impediments to integrative solutions. Organizational Behavior and Human Decision Processes, 62: 241-251.
11. Neale, M., & Bazerman, M. 1991. Cognition and rationality in negotiation. New York: Free Press.
12. Pelled, L. 1996. Demographic diversity, conflict, and work group outcomes: An intervening process theory. Organization Science, 7: 615-631.
13. Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. 1999. Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44: 1-28.
14. Poole, M. S., Siebold, D., & McPhee, R. 1996. The structuration of group decisions. In R. Hirokawa & M. S. Poole (Eds.), Communication and group decision mating: 114-146. Thousand Oaks, CA: Sage.
15. Pruitt, D. G. 1981. Negotiation behavior. New York: Academic Press.
16. Raiffa, H. 1982. The art and science of negotiation. Cambridge, MA: Harvard University Press.
17. Rubin, J., & Brown, B. 1975. The social psychology of bargaining and negotiation. San Diego: Academic Press.
18. Sutton, R., & Staw, B. 1995. What theory is not. Administrative Science Quarterly, 40: 371-384.
19. Walton, R. E., & McKersie, R. B. 1965. A behavioral theory of labor negotiations: An analysis of a social interaction system. New York: McGraw-Hill.