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Relevant bibliographies by topics / Contingency theory (Management) Conflict management

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Academic literature on the topic 'Contingency theory (Management) Conflict management'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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Journal articles on the topic "Contingency theory (Management) Conflict management"

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Wilbur, Douglas, and Glen T. Cameron. "Theory Meets Practice: Updating the Contingency Theory of Conflict Management with Insights from an Adroit Practitioner." Romanian Journal of Communication and Public Relations 22, no. 2 (July 1, 2020): 107. http://dx.doi.org/10.21018/rjcpr.2020.2.303.

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The contingency theory of conflict is nearing its third decade, but there is a lacuna in the literature about the development of strategy. Additionally, the contingency continuum and its stances are overdue for continued theoretical development. To address these theoretical issues, this project explores the inductively gathered knowledge of a nearly 40-year public relations (PR) practitioner about the use of aggressive and controversial public relations strategies. He codified his observation into a diagnostic software tool called the Playmaker Influence System. His observations have never been empirically examined despite an abundance of supporting anecdotal evidence. Therefore, this project employs a systematic review to determine if these contentious strategies have enough evidence in scientific literature to validate their existence. The findings revealed that sufficient evidence does exist to support their existence, and that they can be integrated into the Contingency Theory of Conflict Management.

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Yazdanmehr, Elham, Yousef Ramezani, and Fatemeh Aghdassi. "Teacher Leadership and Conflict Management in EFL Classroom in the Light of the Contingency Theory of Human Resource Management: An Interdisciplinary Study." Theory and Practice in Language Studies 10, no. 8 (August 1, 2020): 916. http://dx.doi.org/10.17507/tpls.1008.09.

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The present interdisciplinary research was enlightened by the contingency theory of human resource management (HRM) and aimed to explore Iranian EFL teachers’ leadership and conflict management styles in the private sector. To this aim, Fiedler’s leadership measurement instrument along with Thomas & Kilmann’s conflict management instrument were used to collect data from 51 EFL teachers teaching in private language institutes of Khorasan Razavi, Iran. The aim was to find what proportion of teachers were task-oriented and what proportion were relation-oriented in leadership, and which conflict management styles were more prevalent among task-oriented and which were dominant among relation-oriented teachers. Furthermore, comparisons were made between male/female, younger (20-30 yrs.)/older (>30 yrs.) and experienced (>5 yrs.)/novice (<5 yrs.) teachers in terms of the leadership style as well as the conflict management style. Descriptive as well as inferential statistics were used to analyze the data in SPSS21. The results revealed that the majority of participants used task-oriented leadership style in class. Task-oriented teachers showed to use the accommodating conflict management style more while relation-oriented teachers prevalently used the collaborating style. Statistically significant differences were found between demographic groups in terms of the leadership and conflict management styles. Awareness of different leadership and conflict management styles can enrich teacher training courses and professional development programs in Applied Linguistics.

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Lucas, George H., and Larry G. Gresham. "Power, conflict, control, and the application of contingency theory in marketing channels." Journal of the Academy of Marketing Science 13, no. 3 (June 1985): 25–38. http://dx.doi.org/10.1007/bf02729934.

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Fauzi, Hasan. "The Determinants of the Relationship of Corporate Social Performance and Financial Performance: Conceptual Framework." Issues In Social And Environmental Accounting 2, no. 2 (December 31, 2008): 233. http://dx.doi.org/10.22164/isea.v2i2.34.

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The objective of this paper is to investigate relationship between CSP and CFP using contingency perspective derived from the strategic management domain. The investigation will be done using lens of slack resource and good management theory. This study is expected to provide a new insight on the link between corporate social performance and corporate financial performance using contingency perspective as suggested in the strategic management and accounting literature, an area has not been examined<br />in the prior studies. The result of this study can resolve the existing conflict<br />in the literatures by developing an integrated model of the link between <br />CSP and CFP and the notion of corporate performance which, in strategic management, is highly affected by four factors: business environment, strategy, organization structure, and control system. The model will explain<br />in what condition the relationship of CSP and CFP is valid.

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Morales, Oswaldo, Andrew N. Kleit, and Gareth H. Rees. "Mining and community relations in Peru: can agreement be reached?" Academia Revista Latinoamericana de Administración 31, no. 3 (August 6, 2018): 605–24. http://dx.doi.org/10.1108/arla-04-2016-0092.

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Purpose The purpose of this paper is to introduce a country’s mixed history of colonialism and cultural heritage as a background to the management of a mining company’s community engagement. Mining-related social conflicts have intensified in Peru as mining expansion challenges Andean people’s traditional livelihoods. It is generally thought that resolving such conflicts requires a set of long-term strategies and engagement. Design/methodology/approach The case study has been developed using an inductive methodology through content analysis of newspaper reports, official documents and the academic literature. It follows a complex and evolving situation, blending social and cultural theory and norms with actual events to provide insight into the conflicts’ historical, social and cultural forces. Findings Mining conflicts are complex business and strategic problems that call for a more thorough analysis of causal variables and a deeper understanding of the underlying cultural and historical forces. Transactional community engagement responses may not always be adequate to maintain a mining project’s social licence. Originality/value Based on the information presented, students can use the case as a means to examine and critique community engagement approaches to social conflict resolution through this summary of a real-life example of social conflict in Peru’s mining industry. The case may also be used as the basis for teaching forward planning and contingency management for long-term projects involving stakeholders and potential conflict. The case has been used as a resource for teaching communications, risk evaluation and community engagement strategies as part of a Master’s in the Energy Sector Management programme in Peru.

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Jin, Yan, Austine Pang, and Glen T. Cameron. "Strategic Communication in Crisis Governance: Analysis of the Singapore Management of the SARS Crisis." Copenhagen Journal of Asian Studies 23, no. 1 (March 10, 2006): 81–104. http://dx.doi.org/10.22439/cjas.v23i1.693.

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The contingency theory of conflict management and current crisis management literature are integrated in this paper to examine how crisis has been communicated and managed by the Singapore government and what kinds of strategies arose during the various stages of the SARS crisis life-cycle. Findings show that the Singapore government played a predominant role in managing how its multiple publics perceived the crisis by extensive communication through the news media. The media, in turn, playing a supporting nation-building role, assisted the government's management and communication of the crisis. To effectively manage the perception and emotion of the various public, the government had recourse to more accommodative stances. Accommodation embedded in advocacy was the operational approach adopted by the government in order to move its multiple publics in the same strategic direction along an continuum of accommodation.

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Voges, Taylor, and Matthew Binford. "SO ORDERED: A Textual Analysis of United States’ Governors’ Press Release Responses to the COVID-19 Pandemic." Special Issue on COVID-19 4, no. 2 (July 2021): 221–46. http://dx.doi.org/10.30658/jicrcr.4.2.2.

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The COVID-19 pandemic presents a unique environment from which each individual state, in the United States, has been forced to address their publics. In order to understand how each state has engaged with this pandemic, a textual analysis of each state’s governor’s first press release was conducted; five thematic trends were identified. Through use of the social trust approach to risk communication and the contingency theory of strategic conflict management (using external threat variables), the implications of these press releases are discussed.

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Swiercz, Paul M., and Linda P. Flynn. "A CONTINGENCY MODEL OF MANDATED MEDIATION: LESSONS FROM THE RAILWAY LABOR ACT." International Journal of Conflict Management 4, no. 1 (January 1, 1993): 61–74. http://dx.doi.org/10.1108/eb022721.

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Over the past decade there has been an upsurge of interest in the study of mediation. Much of the current interest is the consequence of mediation's apparent success in the management of labor‐management conflicts. It is suggested here that a critical examination of mandated mediation—a long standing, but neglected part of negotiation under the Railway Labor Act of 1926—can make substantive contributions to the development of mediation theory. This paper proposes a conceptual model for understanding context, process, and outcome constraints on the performance of mandated mediation.

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Prasad, Bhaskar, and Paulina Junni. "Understanding top management team conflict, environmental uncertainty and firm innovativeness." International Journal of Conflict Management 28, no. 1 (February 13, 2017): 122–43. http://dx.doi.org/10.1108/ijcma-02-2016-0006.

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Purpose The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival. Yet, the authors’ understanding about the key determinants of firm innovativeness is limited, particularly concerning the role of TMT dynamics. Drawing on upper echelon’s theory, the authors develop and test hypotheses concerning the influence of two TMT processes, namely affective conflict and cognitive conflict, on firm innovativeness. They also explore the boundary conditions of TMT dynamics by examining the moderating effect of environmental uncertainty on the relationship between TMT conflict (affective and cognitive conflict) and firm innovativeness. Design/methodology/approach The authors collected survey-based data from TMT members in 171 information technology organizations based in India. They used multiple regression analyses to test the study hypotheses. Findings The empirical findings indicate that TMT affective conflict is negatively associated with firm innovativeness, whereas TMT cognitive conflict has a negative curvilinear relationship with it. Both relationships are stronger in firms operating in environments characterized by a high degree of uncertainty. Originality/value This study highlights the role of TMT conflict in the pursuit of firm innovativeness. Significantly, the study shows that both TMT affective conflict and cognitive conflict can affect firm innovativeness. However, their effectiveness is contingent on environmental uncertainty. This contributes to the firm innovation literature by clarifying how specific types of TMT conflict influence firm innovativeness in different environmental conditions.

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Dant, Rajiv P., and Patrick L. Schul. "Conflict Resolution Processes in Contractual Channels of Distribution." Journal of Marketing 56, no. 1 (January 1992): 38–54. http://dx.doi.org/10.1177/002224299205600105.

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On the basis of power theory, theory of relational exchange, and related literature from the fields of organizational behavior, political science, and communications, a set of hypotheses are derived to predict the choice of the four archetypal conflict resolution strategies proposed by March and Simon. Specifically, the contingent impacts of issue characteristics, dependency, and the emergent sentiments of relationalism on this choice behavior are evaluated empirically within the franchised channel of fast food restaurants. The results reveal a high overall incidence of the integrative problem-solving approach, but a preference for third-party intervention when the disputed issues involve high stakes, complexity, and policy connotations and when the franchisee dependency is rated high.

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Dissertations / Theses on the topic "Contingency theory (Management) Conflict management"

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Shin, Jae-Hwa. "Strategic conflict management of the source-reporter relationship between public relations practitioners and journalists /." free to MU campus, to others for purchase, 2003. http://wwwlib.umi.com/cr/mo/fullcit?p3099635.

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Pang, Augustine. "Conflict positioning in crisis communication integrating contingency stance with image repair strategies /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/5858.

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Thesis (Ph. D.)--University of Missouri-Columbia, 2006.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (March 5, 2007) Vita. Includes bibliographical references.

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Nussbaum, Barbara B. "Examining the relationship among context, cognition, and conflict management in the workplace." Diss., Virginia Tech, 2009. http://hdl.handle.net/10919/26351.

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Conflict is a component of interpersonal interactions, neither inevitable nor innately bad, but often commonplace (Deutsch & Coleman, 2000; Schellenberg, 1996). Conflict interactions that occur in the workplace can impact individuals, relationships, and the organization as a whole. This experimental study was framed from a contingency perspective to examine the extent to which specific contextual variables of a workplace conflict would influence participant responses in that interaction. During the study, 389 individuals responded to an online questionnaire containing a description of a hypothetical workplace conflict interaction with one level of three manipulated context variables (i.e., conflict type, verb abstraction level, and sex of parties). The context variables were hypothesized to influence participantsâ responses that included attitudes toward the interaction, subjective norms, appraisals of personal control and external control, and attributions of the locus of causality. This cognitive set of variables was hypothesized to explain respondentsâ behavioral intentions in that conflict. The four conflict behavioral intentions used in this study were control, nonconfrontation, compromise, and integrate. Analyses of the data included multivariate analysis of variance (MANOVA), canonical correlation analysis, and hierarchical multiple regression. The results of MANOVA were that context had modest effects on cognition and behavioral intention, examined in separate analyses. The conflict type, using a task versus relationship categorization, appeared to be the most salient of the context variables having effects on many of the cognitive measures in this study. Two other contextual variables, sex of conflict initiator and abstraction level of the verbs used to describe the conflict scenario had statistically significant results, but much lesser effects. The sex of the respondent played a minimal role in a statistically significant 3-way interaction with abstraction-level and sex of initiator. The cognitive variables together explained 29% of the variance in the set of conflict behavioral intentions using canonical correlation analysis. When the data were analyzed with hierarchical multiple regression, the context and cognitive variables explained statistically significant proportions of the variance in each behavioral intention that ranged from 7% (of control), 15% (of nonconfrontation), 19% (of compromise), to 20% (of integrate). Different patterns of context and cognitive variables influenced each of the conflict behavioral intentions. These findings present a challenge to hold two ideas together, the context and the individual, in future research and current practice. The results of this study lend support to a contingency perspective that aspects of the context, when salient to a party in the conflict, will have effects on participant responses in that interaction.
Ph. D.

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Haustein, E. "Management control systems in innovation companies : a contingency theory study." Thesis, University of the West of England, Bristol, 2014. http://eprints.uwe.ac.uk/23122/.

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Past research has traditionally argued that management control systems (MCS) may present a hindrance to corporate flexibility and creativity. The study’s overall research aim is to explore the contingency factors that influence the intensity of use of MCS in innovation companies. This thesis builds upon existing management control theory, mostly focused on R&D, product development and innovation settings, extended by field observations to identify factors that may influence the intensity of use of MCS categories in innovation companies. The objects of control paradigm, distinguishing between direct and indirect categories of control, is mobilized to test the consequent theoretical model of the impact of external, organisational and innovation related contingency factors on MCS. The model predicts mixed influences on two direct control categories, results control and action control, but stresses the importance of two indirect categories, personnel control and cultural control. Empirical evidence was then collected from a cross-sectional survey of 578 German enterprises in innovation clusters. Statistical analyses, applying partial least squares structural equation modeling using SmartPLS, identify several variables as influential factors for the use of MCS in innovation companies. The most important factors are environmental uncertainty and business strategy which were shown to have an impact on all of the control types. Additionally, decentralisation, ownership dispersion and firm size are responsible for a change in three of four MCS types. Other interesting findings are that an increase in innovation capability is not associated with a reduction in results and action control intensity, and is positively related to the application of personnel and cultural control. Furthermore, important sources of finance, venture capital and public funding, are both shown to be positively associated with the application of action control; whereas, contrary to expectation, venture capital is found to be negatively correlated with personnel control. Overall, the results indicate that direct control is as important as indirect control given specific contingency factors. This study synthesises the fragmented literature of MCS contingency research in innovative settings by developing an original contingency model. The thesis adds value by inferring particular forms of management control which may be appropriate in innovative company settings. Thereby, the study contributes to both contingency research and to the knowledge and understanding of management control in innovative settings. It can assist managers by identifying MCS categories that are typically associated with particular influential factors. Further, the study is valuable from a methodological perspective by developing and testing novel constructs for three MCS categories. Beyond the relevance of the results to management control researchers, innovation company managers and policy makers, they also imply avenues for further related investigation.

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Mignot, Helen Rosemary 1966. "Impact of output management within management control systems on performance in Victorian government departments." Monash University, Dept. of Accounting and Finance, 2002. http://arrow.monash.edu.au/hdl/1959.1/7903.

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Burger, Kenneth Kehr Jonathan Wobensmith Brian. "Contingency contracting." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03Dec%5FBurger%5FKehr%5FWobensmith%5fManual.pdf.

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[Thesis (M.B.A.)--Naval Postgraduate School, December 2003.]
[MBA professional report] [Thesis advisor(s): R. Marshall Engelbeck, Rob B. Tudor.] [Authors: Kenneth Burger, Jonathan Kehr, Brian Wobensmith.] Also available online.

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Tingbani, Ishmael. "Working capital management and profitability of UK firms : a contingency theory approach." Thesis, Bournemouth University, 2015. http://eprints.bournemouth.ac.uk/21785/.

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While the direct impact of working capital management (WCM) and its components (accounts receivable in days (AR), accounts payable in days (AP) and inventory holding period (INV)) on firms’ profitability has been examined in the previous literature, the underlying channels of influence have remained largely unexplored. This study adopts a contingency theory approach to investigate the relationship between WCM and profitability controlling for selected corporate governance and company characteristics. The study has three main objectives. The first objective is to determine the relationship between working capital management and its components (AR, AP and INV) and profitability as per extant research. The second objective of the research is to determine whether the effect of working capital management on profitability of UK firms is contingent on the interaction of environmental (E), resource (R) and management (M) variables. The final objective is to determine whether the effect of the components of working capital management (AR, AP and INV) on profitability of UK firms is contingent on the interaction of ERM variables. These three objectives were met by the use of a panel data methodology on a series of interactive models. The data for the study is based on the annual financial reports of 225 London Stock Exchange listed firms for the period 2001-2011. In terms of the first objective, the study found a significant relationship between WCM and two of its components (AR and AP) and profitability. However, no relationship was found between WCM component (INV) and profitability. In terms of the second objective, the results indicate that the effect of WCM on profitability is significantly moderated by the interaction with ERM variables of the firm. Finally, the results of the third objective indicate that the effect of WCM components (AR, AP and INV) on profitability is significantly moderated by the interaction with ERM of the firm. In terms of the control variables, the study found a statistically significant relationship between the corporate governance factors (Chief Executive Officer (CEO) tenure and board size) and profitability. On the other hand, company specific characteristics variables (company size, financial leverage, assets tangibility liquidity ratio, cash flow and sales growth) were also found to have statistically significant effect on the profitability of firms. On the basis of this, the study concludes that firms can maximise the benefits and minimise the cost of investment in working capital by aligning their working capital management policies with their environment and also arrange their resources internally to support such alignment as postulated in the contingency framework as any misalignment could significantly affect the firms’ performance. As a result, the study suggests the need for policy makers to match organisational resources with opportunities and threats in the general business environment in order to improve their financial performance.

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Ojra, Jafar. "Strategic management accounting practices in Palestinian companies : application of contingency theory perspective." Thesis, University of East Anglia, 2014. https://ueaeprints.uea.ac.uk/49725/.

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This study uses a quantitative methodology to explore the impact of contingency factors on use of strategic management accounting techniques (SMA), and combined impact of SMA Usage and contingency factors on organisational performance in a less developed country (LDC) context. The exploratory framework included two main dependent variables, namely SMA Usage and organisational performance. For the former, this study gauged the impact of perceived environmental uncertainty (competitive intensity and market turbulence), business strategy (prospector /defender), organisational structure (formalisation and decentralisation), organisational size and organisational technology on SMA Usage. For the latter, this study explored two dimensions of organisational performance (financial and non-financial) and how the conceptualised dimension(s) of organisational structure, SMA Usage, perceived environmental uncertainty and organisational strategy impact on performance. Data were collected from Palestinian large companies (cross sectors); was used to test the conceptualised framework. The analysis was based on 175 responses, representing a response rate of 43.75%. The SPSS package was used to confirm the reliability and validity of factors and also statistically estimated the association coefficients of the conceptualised relationships in the framework. The findings from this study suggest that the usage of SMA techniques is influenced by a number of factors. These are perceived environmental uncertainty (Market Turbulence) and organisational technology. Also, larger organisations tend to use more SMA techniques than smaller.

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Myers, Barry L. "Information systems assessment: development of a comprehensive framework and contingency theory to assess the effectiveness of the information systems function." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4302/.

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The purpose of this research is to develop a comprehensive, IS assessment framework using existing IS assessment theory as a base and incorporating suggestions from other disciplines. To validate the framework and to begin the investigation of current IS assessment practice, a survey instrument was developed. A small group of subject matter experts evaluated and improved the instrument. The instrument was further evaluated using a small sample of IS representatives. Results of this research include a reexamination of the IS function measurement problem using new frameworks of analyses yielding (a) guidance for the IS manager or executive on which IS measures might best fit their organization, (b) a further verification of the important measures most widely used by IS executives, (c) a comprehensive, theoretically-derived, IS assessment framework, and by (d) the enhancement of IS assessment theory by incorporating ideas from actual practice. The body of knowledge gains a comprehensive, IS assessment framework that can be further tested for usefulness and applicability. Future research is recommended to substantiate and improve on these findings. Chapter 2 is a complete survey of prior research, subdivided by relevant literature divisions, such as organizational effectiveness, quality management, and IS assessment. Chapter 3 includes development of and support for the research questions, IS assessment framework, and the research model. Chapter 4 describes how the research was conducted. It includes a brief justification for the research approach, a description of how the framework was evaluated, a description of how the survey instrument was developed and evaluated, a description of the participants and how they were selected, a synopsis of the data collection procedures, a brief description of follow-up procedures, and a summary. Chapter 5 presents the results of the research. Chapter 6 is a summary and conclusion of the research. Finally, included in the appendices are definitions of terms, and copies of the original and improved survey instruments.

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Hwang, Sungwook. "The estimation of a corporate crisis communication based on perceived CEO's leadership, perceived severity of threats, and preceived opposing public's size." Diss., Columbia, Mo. : University of Missouri-Columbia, 2008. http://hdl.handle.net/10355/5594.

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Thesis (Ph. D.)--University of Missouri-Columbia, 2008.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on June 8, 2009) Vita. Includes bibliographical references.

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Books on the topic "Contingency theory (Management) Conflict management"

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Theorizing the standoff: Contingency in action. Cambridge: Cambridge University Press, 2000.

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Conflict resolution: Theory, research, and practice. Albany, NY: State University of New York Press, 1996.

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Ross, Marc H., and Jay Rothman, eds. Theory and Practise in Ethnic Conflict Management. Basingstoke: Palgrave Macmillan, 1999. http://dx.doi.org/10.1057/9780230513082.

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American anti-management theories of organization: A critique of paradigm proliferation. Cambridge: Cambridge University Press, 1995.

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Jost, Peter-J. Strategic conflict management: A game-theoretical introduction. Cheltenham, UK: Edgar Elgar, 2007.

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Conflict in Africa: Theory, processes, and institutions of management. Nairobi: Centre for Conflict Research, 2006.

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The handbook of conflict resolution: Theory and practice. San Francisco, CA: Jossey-Bass, 2014.

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Peace research: Theory and practice. Milton Park, Abingdon, Oxon [England]: Routledge, 2011.

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The management of protracted social conflict: Theory and cases. Aldershot, Hampshire, England: Dartmouth, 1990.

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Levis, Albert. Conflict analysis: The formal theory of behavior : a theory and its experimental validation. Manchester Village, Vt: Normative Publications, 1988.

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Book chapters on the topic "Contingency theory (Management) Conflict management"

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Tjosvold, Dean, Paulina Wan, and Moureen Tang. "Conflict-Positive Organizations: Applying Mediation and Conflict Management Research." In Advancing Workplace Mediation Through Integration of Theory and Practice, 219–30. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-42842-0_12.

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Heinzelman, Jessica, Rachel Brown, and Patrick Meier. "Mobile Technology, Crowdsourcing and Peace Mapping: New Theory and Applications for Conflict Management." In Mobile Technologies for Conflict Management, 39–53. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-94-007-1384-0_4.

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Ding, Jie. "A Study of Construction Project Conflict Management Based on Evolutionary Game Theory." In Computational Risk Management, 321–26. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15243-6_37.

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de Reuck, Anthony. "A Theory of Conflict Resolution by Problem-solving." In Conflict: Readings in Management and Resolution, 183–98. London: Palgrave Macmillan UK, 1990. http://dx.doi.org/10.1007/978-1-349-21003-9_10.

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Rubenstein, Richard E. "Unanticipated Conflict and the Crisis of Social Theory." In Conflict: Readings in Management and Resolution, 316–27. London: Palgrave Macmillan UK, 1990. http://dx.doi.org/10.1007/978-1-349-21003-9_18.

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Liu, Weiru. "Measuring Conflict Between Possibilistic Uncertain Information Through Belief Function Theory." In Knowledge Science, Engineering and Management, 265–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11811220_23.

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Zhang, Guangxuan, and Sandeep Purao. "CM2: A Case-Based Conflict Management System." In Advancing the Impact of Design Science: Moving from Theory to Practice, 257–72. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06701-8_17.

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Brocke, Jan vom, and Sonia Lippe. "Towards Management Guidelines for Collaborative Research Projects on Information Systems – Learning from Project Management Contingency Theory." In Management of the Interconnected World, 527–34. Heidelberg: Physica-Verlag HD, 2010. http://dx.doi.org/10.1007/978-3-7908-2404-9_61.

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Li, Zhengshuo. "Global-Power-Flow-Based Transmission Contingency Analysis." In Distributed Transmission-Distribution Coordinated Energy Management Based on Generalized Master-Slave Splitting Theory, 59–83. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7971-9_4.

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Bloomfield, David. "Complementarity in Conflict Management Theory: Resolution and Settlement Approaches7." In Peacemaking Strategies in Northern Ireland, 67–95. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1057/9780230379558_5.

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Conference papers on the topic "Contingency theory (Management) Conflict management"

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Xu, Mei-Zhi, and Xiang-Qian Zhang. "Research on staff relationship management based on conflict management theory." In 2012 First National Conference for Engineering Sciences (FNCES). IEEE, 2012. http://dx.doi.org/10.1109/nces.2012.6543980.

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Xu, MeiZhi, and XiangQian Zhang. "Study on staff relationship management based on conflict management theory." In International Conference on Information Engineering. Southampton, UK: WIT Press, 2014. http://dx.doi.org/10.2495/icie131112.

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LI, Zhonghua, and Weifeng SHAN. "Research on College Student Interpersonal Conflict Management based on the Conflict Theory." In 2013 International Conference on Information, Business and Education Technology (ICIBET-2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icibet.2013.221.

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Tang Yan. "Contingency theory, management control systems and strategic human capital resource." In 2011 International Conference on Business Management and Electronic Information (BMEI). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5920403.

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Vives, Marga. "“COEXISTENCE AND CONFLICT MANAGEMENT”, FROM UNIVERSITY THEORY TO PRACTICE." In 12th International Conference on Education and New Learning Technologies. IATED, 2020. http://dx.doi.org/10.21125/edulearn.2020.1943.

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Wang, Min, Dong-Sheng Zhang, and Li Zhang. "Investigation of Management Innovation Process Based on Conflict-solving Method by TRIZ Theory." In 2015 International Conference on Management Engineering and Management Innovation (icmemi-15). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icmemi-15.2015.46.

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Sun, Ping, Xiang (Robert) Li, and Drew Martin. "BALANCING INNOVATION AND CONFLICT: TRUST’S MODERATING EFFECT ON INTRA-FIRM CONFLICT AND INNOVATION PERFORMANCE." In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Global Alliance of Marketing & Management Associations, 2014. http://dx.doi.org/10.15444/gmc2014.07.07.04.

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Li, Xia, Yuming Zhu, and Yumeng Shi. "Conflict analysis in redevelopment of brownfield caused by contingency: Tianjin port “8·12” explosion Hazard, in China." In 2016 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2016. http://dx.doi.org/10.1109/ieem.2016.7798049.

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Cui, Hanbing. "Exploring Conflict Resolution Methods for Construction Projects: A TRIZ Theory Perspective." In 2014 International Conference on Construction and Real Estate Management. Reston, VA: American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784413777.092.

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"The Implications of Taylorism, Contingency Theory, Behavioral Management Theory and Systems Theory on Organization Management in the Globalization Era: A Comparative and Critical Review." In 2018 4th International Conference on Education & Training, Management and Humanities Science. Clausius Scientific Press, 2018. http://dx.doi.org/10.23977/etmhs.2018.29027.

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