Journal articles: '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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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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Chin, Tachia, and Ren-huai Liu. "Understanding labor conflicts in Chinese manufacturing: a Yin-Yang harmony perspective." International Journal of Conflict Management 26, no. 3 (2015): 288–315. http://dx.doi.org/10.1108/ijcma-09-2014-0074.

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Purpose – The purpose of this paper is to employ a Yin-Yang harmony perspective to propose a novel circled 5C model to understand the unique harmonizing process of how conflicts are resolved in China. Despite increasing research on labor conflicts in Chinese manufacturing, Western theories still can not explain how Chinese culture influences conflict management. Design/methodology/approach – The authors investigate a large manufacturer where a severe labor strike happened in South China. A mixed-methods research design is adopted. The scale of Chinese harmony and analysis of variance are used to identify the underlying unharmonious factors triggering the labor strike. The grounding theory approach (a case study) was adopted to further examine the proposed 5C model. Findings – “Harmony with corporate system”, “Harmony between departments” and “Harmony with firm leader” were found to arouse employee grievances the most. Differences in age, gender, marital status, educational level, tenure and position were discovered to affect workers’ perceptions of workplace harmony. The proposed 5C model was supported. Practical implications – As a lesson in handling escalating labor conflicts, this study allows foreign investors to better understand how to cope with relevant labor strife issues in China. In addition, this project integrates research with consultancy service, which can be seen as an exciting step forward in bridging academics and practitioners. Originality/value – Based on Yin-Yang harmony thinking, this study suggests an integrative, context-specific concern – concern for harmony for China to transcend the Western dual-concern model regarding the choice of coping with conflicts. The paper constructs a novel circled 5C model of the Chinese harmonizing process (conflict, clash, communication, comprise and consensus), which characterizes the dynamic, contingent and art-oriented nature of Chinese conflict management.

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Tafon, Ralph V. "Taking power to sea: Towards a post-structuralist discourse theoretical critique of marine spatial planning." Environment and Planning C: Politics and Space 36, no. 2 (2017): 258–73. http://dx.doi.org/10.1177/2399654417707527.

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Responding to calls for a more theoretically driven, post-positivist and radical marine spatial planning research that approaches the policy as a political project, this paper develops a post-structuralist discourse theory approach to critical marine spatial planning. Elaborating radical contingency as an ontological condition of social life, which points to the ineradicability of power and conflict in marine spatial planning social relations, the paper problematizes marine spatial planning as constituting politics, or key practices that attempt to organize human coexistence and thus, conceal this radical contingency. These practices (e.g. ecosystem-based management, participation, planning regulation and the organization of socio-natural spaces), whose outcomes are far from adaptive, consensual or neutral are discussed as sites of ‘politics’ that effectively marginalize particular groups of people and ‘herd’ their participation and ways of knowing toward achieving limited policy outcomes. Drawing on the EU Marine Spatial Planning Directive, the paper further teases out how specific narratives and rhetorical signifiers around ‘integrating’ and ‘balancing’ potentially irreconcilable sustainable development objectives may interpellate particular stakeholders in ways that render them ideologically complicitous in sustaining, rather than challenging, neoliberal logics of managerialism and economic maximization of marine resources. But in tune with the ontological condition of the social as radically contingent, the paper discusses how and why participatory spaces may constitute a potential space of contestation for marginalized voices and thus, reveal the political moment of marine spatial planning. Calls are made for future empirically grounded research that explores how these marine spatial planning practices are lived in both planning and extra-planning settings, and with what implications for marine protection and extant social relations of power in different marine spatial planning contexts.

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Lumpkins, Crystal Y., Jiyang Bae, and Glen T. Cameron. "Generating conflict for greater good: Utilizing contingency theory to assess Black and mainstream newspapers as public relations vehicles to promote better health among African Americans." Public Relations Review 36, no. 1 (2010): 73–77. http://dx.doi.org/10.1016/j.pubrev.2009.08.010.

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Preston-Whyte, Robert A. "The Politics of Ecology: Dredge-mining in South Africa." Environmental Conservation 22, no. 2 (1995): 151–56. http://dx.doi.org/10.1017/s0376892900010201.

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The objective of interest-groups is to influence policy. Conflict is inevitable when two or more interest-groups are in competition for scarce resources. It then becomes the responsibility of the state to accommodate or resolve the conflict. However, an additional complexity occurs if the state agencies are themselves undergoing transformation, as has recently occurred in South Africa.These issues are explored, using as a case-study the conflict that occurred between environmental interestgroups and a mining company over an application to dredge-mine the sand dunes that line the eastern shores of Lake St Lucia in Natal. The nature and objectives of these groups is discussed, and the role of the press in the controversy is analysed. The interests of black settlers who wish to return to their ancestral lands following the collapse of apartheid are shown to complicate further the dilemma that confronts state policymakers. The changing nature of the ‘decision environment’ in South Africa is addressed, and group theory is used to explain the relationship between state agencies and the mining, environmental, and black settler group, interests. Stages in the policy environment to match the modes of change over the period of political transformation in South Africa are identified by levels of conflict and ambiguity in a contingency model.

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Liu, Ying, and Long Hu. "Research on management strategy of coordination behavior of task conflicts in in-service thermal power unit operation based on big data modeling." Thermal Science 23, no. 5 Part A (2019): 2703–11. http://dx.doi.org/10.2298/tsci181208183l.

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With the development of the internet and information technology, the in-service thermal power unit is facing more challenges, and the innovation of the operation and management mode of the in-service thermal power unit is urgent and necessary. From the perspective of work conflict, this paper constructs a multi-objective genetic algorithm, which introduces big data modelling technology into the management innovation of in-service thermal power units. The algorithm solves the relationship between various operating entities in active thermal power units through functions. In order to get the optimal solution for vehicle distribution. Firstly, the contingency theory is introduced into the innovative design scheme of the in-service thermal pow?er unit information system to optimize the management decision-making distribution path in the big data environment, design the multi-objective genetic algorithm steps, construct the non-dominated set, and combine the target cross-variation operations. The genetic sub-categories are jointly derived, and then the relationship between the parties in the management and decision-making innovation management activities of the in-service thermal power units is solved. The experimental results show that the shortest running time of the algorithm during the experimental operation is 0.56 seconds, and the longest running time is 2.48 seconds. The average running time in the whole process is less than 1 second, which meets the actual demand. The genetic algorithm can help the in-service thermal power unit. Reasonable arrangements for managing the delivery route of the decision-making fleet. The research in this paper has implications for the management innovation of in-service thermal power units in the information environment, and further expands the application field of big data modelling, which has practical significance.

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Koslowsky, Meni, and Joseph Schwarzwald. "THE USE OF POWER TACTICS TO GAIN COMPLIANCE: TESTING ASPECTS OF RAVEN'S (1988) THEORY IN CONFLICTUAL SITUATIONS." Social Behavior and Personality: an international journal 21, no. 2 (1993): 135–43. http://dx.doi.org/10.2224/sbp.1993.21.2.135.

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French and Raven's sixfold taxonomy has been used widely to examine social influence processes. A recent elaboration by Raven (1988a) proposes that the use of power tactics is situationally contingent, depending on availability of alternatives. The present study examined the pattern of power tactic preferences as a function of setting and status. A total of 89 subjects were given scenarios describing an attempt to influence another party. The scenario differed in setting (work vs. school) and status level of the influencing agent (manager or teacher vs. employee or student). Factor analysis indicated that several tactics (reward, coercion, and expertise) are unique whereas other tactics overlap. Findings indicated that higher status individuals as compared to lower status counterparts were perceived as using a greater variety of power tactics to gain compliance in conflict situations. In addition, power tactic patterns were found to be situationally contingent. The findings were discussed in terms of the original sixfold approach and its possible implications for management.

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Monteiro de Carvalho, Marly. "An investigation of the role of communication in IT projects." International Journal of Operations & Production Management 34, no. 1 (2013): 36–64. http://dx.doi.org/10.1108/ijopm-11-2011-0439.

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Purpose – The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel). Design/methodology/approach – A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation. Findings – The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers. Research limitations/implications – This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings. Practical implications – CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict. Originality/value – The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.

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Fürst, Andreas, Martin Leimbach, and Jana-Kristin Prigge. "Organizational Multichannel Differentiation: An Analysis of Its Impact on Channel Relationships and Company Sales Success." Journal of Marketing 81, no. 1 (2017): 59–82. http://dx.doi.org/10.1509/jm.14.0138.

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This article examines whether and how a company's division of segment- and task-related responsibilities among multiple sales channels affects the relationships in the multichannel (MC) system and, ultimately, the company's sales success. Building on open systems theory, the authors develop an overarching framework of organizational MC differentiation that distinguishes between two generic approaches: segment differentiation and task differentiation. They predict that these two approaches affect key relationship and performance outcomes of an MC system, but do so differently and contingent on key characteristics of the company's customers. Drawing on a multi-informant survey in a business-to-business context as well as on objective performance data, the authors find that segment differentiation tends to mitigate horizontal conflict and inhibit cooperation, while task differentiation reduces primarily vertical conflict and promotes cooperation. Moreover, depending on customer characteristics, segment differentiation may damage channel relationships overall and, in turn, limit company sales success, whereas task differentiation unambiguously promotes channel relationships and thus drives company sales success. These findings offer novel insights into the relationship and performance impact of MC systems’ organizational structure and provide useful guidance on how managers should allocate segment- and task-related responsibilities among multiple sales channels.

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Zhang, Yejun, and Min (Maggie) Wan. "The double-edged sword effect of psychological safety climate: a theoretical framework." Team Performance Management: An International Journal 27, no. 5/6 (2021): 377–90. http://dx.doi.org/10.1108/tpm-01-2021-0005.

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Purpose Psychological safety climate has been commonly conceptualized as a facilitative team property. Despite the literature review and meta-analysis conducted recently, little is known about the potential dark side of psychological safety climate. The purpose of this paper is to develop a theoretical framework to advance our understanding of both the bright and dark sides of psychological safety. Design/methodology/approach Drawing on extant theories and previous literature, the authors propose a conceptual framework of the mechanisms and boundary conditions underlying the relationship between psychological safety climate and dysfunctional team behavior. Findings The authors propose that the relationship between psychological safety climate and dysfunctional behaviors in the team is directly contingent on psychological safety climate strength, and indirectly contingent on task interdependence, group faultlines, group conflict asymmetry and team power distance differentiation. Originality/value First, the authors attempt to expand psychological safety climate literature by considering its potential damaging outcomes. Second, they contribute to the theory of psychological safety climate by suggesting a theoretical model consisting of the boundary conditions wherein psychological safety climate could reduce team effectiveness. Finally, the authors incorporate climate strength into the psychological safety literature to probe the antecedents of psychological safety climate strength and when it matters to the subsequent negative outcomes.

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Wang, Xiaoyan, Liangmou Gao, and Zhong Lin. "Help or harm? The effects of ICTs usage on work–life balance." Journal of Managerial Psychology 34, no. 8 (2019): 533–45. http://dx.doi.org/10.1108/jmp-02-2019-0093.

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Purpose Leveraging boundary theory and person–environment fit theory, the purpose of this paper is to propose a model that illustrates the process by which nonwork-related information and communication technologies (ICTs) usage during office hours affects family-to-work conflict (FWC) and work–family balance satisfaction (WFBS), and the moderating effect of family–work segmentation preference (FWSP) in that process. Design/methodology/approach Analyses using PROCESS were conducted to analyze the proposed relationships on survey-collected data. Findings Augmented ICTs usage led to greater perceptions of FWC, though the strength of this association was contingent on FWSP in that integration preference buffered ICTs usage’s detrimental effects. Moreover, ICTs usage was shown to exert an effect on WFBS through FWC. The results indicated a mediated moderation pattern such that the moderating role of ICTs usage and FWSP on WFBS was mediated by FWC. Originality/value By focusing on ICTs usage for family reasons at work, the study filled a formerly acknowledged gap in the research field regarding how nonwork-related ICTs usage at work affected work–life balance.

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Indiya, Gulali Donald, Johnmark Obura, and J. K. Mise. "Effect of Organization Culture on organization performance on Public Universities in Kenya." European Scientific Journal, ESJ 14, no. 19 (2018): 15. http://dx.doi.org/10.19044/esj.2018.v14n19p15.

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Organizational culture is the adhesive holding companies together in a country and is characterized by stability processes, collectivity and predictability, and is a source of recreation, of new opportunities as well as of conflicts and of dynamics. Recent studies on organization culture have anchored organization culture on individualism, uncertainty avoidance power distance, masculinity and long term orientation, employee longevity, adhocracy culture and clan culture. This contradictions reveal that it remains unknown of organization culture based on individual values, assumptions, values and artifacts influence organization performance. This study seeked to establish the effects of organization culture on organization performance in public universities in Kenya. Guided by Contingency Theory of organization structure, a correlation research design and a population of 215 management personal were used from 11 public universities in Kenya certified by Kenya Bureau of Standards. The study adopted a census survey with response at 94.4 %. Primary data was collected using questionnaires. Using Pearson Product Moment Correlation the study indicates that there was a strong positive significant correlation between organizational culture and organizational performance (r=.804, p<.05). Regression analyses revealed that organizational values had the strongest unique contribution to the organizational performance (β=.394, p=.000), followed by organizational artifacts (β=.347, p=.000) and finally individual believes (β=.155, p=.001). The overall form of organizational culture had a unique significant contribution on organizational performance (β=.804, p=.000), and accounted for 64.6% variance in organizational performance. The study recommends that universities should work on ensuring that there are positive believes that can enhance organizational performance through improving and maintaining quality management systems basing on the existing culture.

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Song, M. "Conflict Management and Innovation Performance: An Integrated Contingency Perspective." Journal of the Academy of Marketing Science 34, no. 3 (2006): 341–56. http://dx.doi.org/10.1177/0092070306286705.

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Loveridge, Catherine E. "Contingency Theory." JONA: The Journal of Nursing Administration 18, no. 6 (1988): 22???25. http://dx.doi.org/10.1097/00005110-198806010-00007.

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Blut, Markus, Nima Heirati, and Klaus Schoefer. "The Dark Side of Customer Participation: When Customer Participation in Service Co-Development Leads to Role Stress." Journal of Service Research 23, no. 2 (2019): 156–73. http://dx.doi.org/10.1177/1094670519894643.

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While numerous studies have examined the benefits of customer participation (CP), understanding of the dark side of involving customers in service firms’ processes is limited. This study proposes that the changing role of customers who actively participate in service co-development can cause role stress and negative feelings, which may, in turn, reduce customer satisfaction and the perceived value of participation. We develop and test a comprehensive role theory–based framework for CP-role stress. Using a video-based experiment, behavioral lab experiment, and field study, we find that greater CP leads to heightened role stress including role conflict, role overload, and role ambiguity. These adverse effects occur contingent on customers’ prior participation experience and firm-provided support. Furthermore, role stress effects vary across service co-development types depending on (a) the scope of the task (i.e., open task, closed task) and (b) the beneficiary of participation (i.e., customer, general market). Specifically, adverse effects are stronger for open than for closed tasks, and they also tend to be stronger when the beneficiary is the general market rather than the individual customer. These findings emphasize the need for more cross-context theorizing in CP research. Managers should consider these adverse effects and implement measures that reduce role stress.

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Tonge, Jonathan. "Consociational Theory and Conflict Management." Government and Opposition 45, no. 2 (2010): 290–93. http://dx.doi.org/10.1111/j.1477-7053.2009.01312.x.

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Stone, Thomas H., and Faye I. Smith. "A Contingency Theory of Human Resource Management Devolution." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 13, no. 1 (2009): 1–12. http://dx.doi.org/10.1111/j.1936-4490.1996.tb00097.x.

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Puck, Jonas F., Anne Katrin Neyer, and Tobias Dennerlein. "Diversity and conflict in teams: a contingency perspective." European J. of International Management 4, no. 4 (2010): 417. http://dx.doi.org/10.1504/ejim.2010.033610.

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LEATHERMAN, JANIE, and RAIMO VÄYRYNEN. "Conflict Theory and Conflict Resolution." Cooperation and Conflict 30, no. 1 (1995): 53–82. http://dx.doi.org/10.1177/0010836795030001003.

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Jaatinen, Miia. "Lobbying for conflict accommodation — a contingency model." Corporate Communications: An International Journal 3, no. 1 (1998): 23–42. http://dx.doi.org/10.1108/eb046550.

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Furlan Matos Alves, Marcelo Wilson, Ana Beatriz Lopes de Sousa Jabbour, Devika Kannan, and Charbel Jose Chiappetta Jabbour. "Contingency theory, climate change, and low-carbon operations management." Supply Chain Management: An International Journal 22, no. 3 (2017): 223–36. http://dx.doi.org/10.1108/scm-09-2016-0311.

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Purpose Drawing on the theory of contingency, the aim of this work is to understand how supply chain-related contingencies, arising from climate change, are related to changes in the organisational structure of firms. Further, the authors explore how this relationship influences the perception of sustainability managers on the adoption of low-carbon operations management practices and their related benefits. Design/methodology/approach To achieve this goal, this research uses NVivo software to gather evidence from interviews conducted with ten high-level managers in sustainability and related areas from seven leading companies located in Brazil. Findings The authors present four primary results: a proposal of an original framework to understand the relationship between contingency theory, changes in organisational structure to embrace low-carbon management, adoption of low-carbon operations practices and benefits from this process; the discovery that an adequate low-carbon management structure is vital to improve the organisations’ perceptions of potential benefits from a low-carbon strategy; low-carbon management initiatives tend to emerge from an organisation’s existing environmental management systems; and controlling and monitoring climate contingencies at the supply chain level should be permanent and systematic. Originality/value Based on the knowledge of the authors, to date, this work is the first piece of research that deals with the complexity of putting together contingency theory, climate-change contingencies at the supply chain level, organisational structure for low-carbon management and low-carbon operations management practices and benefits. This research also highlights evidence from an emerging economy and registers future research propositions.

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31

Sillince, John A. A. "A Contingency Theory of Rhetorical Congruence." Academy of Management Review 30, no. 3 (2005): 608–21. http://dx.doi.org/10.5465/amr.2005.17293722.

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Coleman, Peter T., Katharina G. Kugler, and Ljubica Chatman. "Adaptive mediation: an evidence-based contingency approach to mediating conflict." International Journal of Conflict Management 28, no. 3 (2017): 383–406. http://dx.doi.org/10.1108/ijcma-11-2016-0090.

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Purpose Although mediation has increased considerably in popularity and usage, it lacks a coherent framework and evidence base to illuminate the conditions under which different types of mediation strategies are most effective. This has resulted in a wide array of strategies and tactics being offered to mediators, with little sense of which may work best under different conditions. This paper aims to further develop a contingency model of adaptive mediation. Design/methodology/approach The current paper extends previous research on adaptive mediation by presenting findings from focus group and survey research with experienced mediators that help to further develop and specify a new adaptive model of mediation. Findings The findings support the utility of a contingency model of adaptive mediation based on the four fundamental dimensions of mediation situations (conflict intensity, situational constraints, cooperative vs competitive disputant relationships and overt vs covert issues and processes) for better understanding and predicting changes in mediator strategies independent of mediator style preferences. Research limitations/implications The present studies reflect the behavioral tactics experienced mediators recommend when facing the four distinct challenges to mediation. Research has yet to determine whether the sets of tactics recommended would actually be more successfully used in mediations presenting the four challenges. Subsequent research should assess the relative effects of the use of the different behavioral strategies under these conditions. Originality/value The program of research described and extended in this paper is an attempt to develop an integrative model of adaptive mediation, which can ultimately enhance the critical link between mediation research on the one hand and mediation practice on the other.

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Klein, Mark. "Conflict management as part of an integrated exception handling approach." Artificial Intelligence for Engineering Design, Analysis and Manufacturing 9, no. 4 (1995): 259–67. http://dx.doi.org/10.1017/s089006040000281x.

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AbstractCollaborative design conflicts are an important type of process “exception,” that is, a real-life contingency such as a process change, execution error, or missed opportunity that leads to suboptimal performance of a collaborative process. This paper presents an integrated computational approach to collaborative process exception handling that avoids important weaknesses in current conflict management methods through the synergistic integration of conflict, workflow, and rationale technology. The approach is based upon an inclusive dependency language plus coordination services for dependency capture, process enactment, and exception handling. An initial implementation of this method called “iDCSS” is presented and challenges for future evolution of this technology are identified.

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Van De Vliert, Evert, and Boris Kabanoff. "Toward Theory-Based Measures of Conflict Management." Academy of Management Journal 33, no. 1 (1990): 199–209. http://dx.doi.org/10.5465/256359.

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Conbere, John P. "Theory building for conflict management system design." Conflict Resolution Quarterly 19, no. 2 (2001): 215–36. http://dx.doi.org/10.1002/crq.3890190206.

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Van de, E., and B. Kabanoff. "TOWARD THEORY-BASED MEASURES OF CONFLICT MANAGEMENT." Academy of Management Journal 33, no. 1 (1990): 199–209. http://dx.doi.org/10.2307/256359.

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Ziegert, Jonathan C., David M. Mayer, Ronald F. Piccolo, and Katrina A. Graham. "Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning." Journal of Leadership & Organizational Studies 28, no. 2 (2021): 112–36. http://dx.doi.org/10.1177/1548051820986536.

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This research explores the nature of collective leadership by examining the boundary conditions of how and when it relates to unit functioning. Building from a contingency perspective that considers the impact of contextual factors, we propose that collective charismatic leadership will be associated with lowered unit conflict, and this relationship will be strengthened by the contingency elements of individual charismatic leadership, task complexity, and social inclusion. Furthermore, we propose that the interactions of collective charismatic leadership with these contextual factors will relate to performance and satisfaction through conflict. We examine our hypotheses across two unit-level field studies, and the results illustrated that high levels of these contextual factors enhanced the negative relationship between collective charismatic leadership and conflict, which generally mediated the relationships between these interactive effects and performance and satisfaction. The results also highlight the detrimental aspects of collective leadership and how it can relate to reduced unit functioning when it is not aligned with an appropriate context. Overall, these findings begin to provide a more complete picture of collective leadership from a contingency perspective through a greater understanding of when and how it is related to unit functioning.

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Otley, David. "The contingency theory of management accounting and control: 1980–2014." Management Accounting Research 31 (June 2016): 45–62. http://dx.doi.org/10.1016/j.mar.2016.02.001.

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Ismail, Kamisah, Suria Zainuddin, and Noor Sharoja Sapiei. "The Use of Contingency Theory in Management and Accounting Research." Asian Journal of Accounting Perspectives 3, no. 1 (2010): 22–37. http://dx.doi.org/10.22452/ajap.vol3no1.3.

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Weill, Peter, and Margrethe H. Olson. "An Assessment of the Contingency Theory of Management Information Systems." Journal of Management Information Systems 6, no. 1 (1989): 59–86. http://dx.doi.org/10.1080/07421222.1989.11517849.

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Evans, John H., Barry L. Lewis, and James M. Patton. "An economic modeling approach to contingency theory and management control." Accounting, Organizations and Society 11, no. 6 (1986): 483–98. http://dx.doi.org/10.1016/0361-3682(86)90032-2.

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42

Gendreau, Paul, and Shelley J. Listwan. "Contingency Management Programs in Corrections: Another Panacea?" Journal of Contemporary Criminal Justice 34, no. 1 (2018): 35–46. http://dx.doi.org/10.1177/1043986217750426.

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The mantra of best practices in corrections, while well intended, may lead to iatrogenic consequences. Community corrections and prisons are under increasing pressures to manage their caseloads; moreover, the current accountability and get-tough agenda in corrections demands offenders take on more responsibility for their behaviors. As a consequence, we predict more episodes of “panaceaphilia” or quick fix solutions because corrections jurisdictions in the United States are under tremendous pressure to handle their populations at this point in time. In this article, we focus on contingency management programs as the potential next panacea, not because they do not have a proven track record of success, but because they require highly skilled staff and make great demands upon correctional agencies’ decision-making practices. To help counteract panaceaphilia from happening with contingency management, we describe the theory and practice of contingency management, the demands they place on programmers, the type of research needed to evaluate their effectiveness, and how to prevent these programs from turning into punitive punishment regimes.

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Collin, Sven-Olof Yrjö. "The boards functional emphasis a contingency approach." Corporate Board role duties and composition 4, no. 2 (2008): 24–39. http://dx.doi.org/10.22495/cbv4i2art2.

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The understanding of the board of a corporation and its behavior is limited, despite the board’s societal importance. We present a contingency approach to the board’s functional emphasis, considering a fourth function in addition to monitoring, decision making, and service or resource provision. The additional function is conflict resolution (or principal identification). The approach contrasts with mainstream research by assuming that the firm is a nexus of investments, avoiding the empirical assumption that the shareholder is the sole principal. We derive propositions that are not restricted to any empirical category of a corporation, and address praxis implications for managing functional disharmony.

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Zelt, Sarah, Jan Recker, Theresa Schmiedel, and Jan vom Brocke. "A theory of contingent business process management." Business Process Management Journal 25, no. 6 (2019): 1291–316. http://dx.doi.org/10.1108/bpmj-05-2018-0129.

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Purpose Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance. Design/methodology/approach The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level. Findings The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance. Research limitations/implications The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory. Practical implications The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination. Originality/value The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.

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Pędziwiatr, Ewelina. "Contingency theory in the EU projects context." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 19, no. 2 (2018): 171–80. http://dx.doi.org/10.5604/01.3001.0012.2046.

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The article analyzes the possibility of implementation of contingency theory in EU project management. Author presents the evolution of the understanding of contin¬gency theory and how researches defined contingencies described as factorts that influ¬ence the management process. Article presents the specific contingencies for EU projects management in the context of 2014 – 2020 EU budget regulations. Paper discuss the be¬nefits and the barriers of the implementation of the contingency theory in EU projects management.

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Williams, Paul, Nicholas Ashill, and Earl Naumann. "Toward a contingency theory of CRM adoption." Journal of Strategic Marketing 25, no. 5-6 (2016): 454–74. http://dx.doi.org/10.1080/0965254x.2016.1149211.

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Zhang, Juyan, Qi Qiu, and Glen T. Cameron. "A contingency approach to the Sino–U.S. conflict resolution." Public Relations Review 30, no. 4 (2004): 391–99. http://dx.doi.org/10.1016/j.pubrev.2004.08.014.

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Khalifa, Mohamed, Angela Yan Yu, and Kathy Ning Shen. "Knowledge management systems success: a contingency perspective." Journal of Knowledge Management 12, no. 1 (2008): 119–32. http://dx.doi.org/10.1108/13673270810852430.

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PurposeThis paper aims at clarifying important contingencies for the success of knowledge management systems (KMS). More specifically, a model is developed based on the IS success model, the resource‐based view and the knowledge‐based view to explain both direct and indirect effects of KMS on organizational performance.Design/methodology/approachTo test the proposed model, a survey study was conducted involving over 100 organizations that implemented various functions of KMS. The data were analyzed using structural equation modelling for the simultaneous testing of the measurement and structural models.FindingsThe empirical results provided strong support for the proposed research model. KMS usage was found to have both direct and indirect effects on organizational performance. In particular, organizational agility and innovativeness were confirmed as important mediators of KMS effects.Research limitations/implicationsThe findings of this research highlight the necessity of adopting a contingency theory for studying the effects of KMS on organizational performance and demonstrate the important role of some of these contingencies.Practical implicationsPractically, the empirical results shed light on the significance and relative importance of specific KMS applications. i.e. enterprise portals, supply chain management, customer relationship management, and competitive intelligence.Originality/valueThis research fills an important theoretical gap in KM research and provides valuable insights for practitioners.

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S. Smith, Jeffery, Jayanth Jayaram, Frederic Ponsignon, and Jeremy S. Wolter. "Service recovery system antecedents: a contingency theory investigation." Journal of Service Management 30, no. 2 (2019): 276–300. http://dx.doi.org/10.1108/josm-01-2018-0026.

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Purpose The purpose of this paper is to examine the influence of different antecedent factors (contingencies) on the design of a service recovery system (SRS). Design/methodology/approach A conceptual model was framed and a series of hypotheses generated and tested using data from 158 practicing managers using a multivariate general linear modeling technique. Findings The analyses indicated that firms, by and large, mainly considered environmental factors in the SRS design. Additional evidence suggests that managers do consider other contingencies but may do so in a fragmented manner. The results presented herein indicate that firms design back-office aspects of SRS in response to external factors (i.e. the environmental contingency). In contrast, the front-office components appear to have more diverse antecedents but are strongly influenced by the firm’s recovery orientation. The specific recovery practices appear to be implemented per industry standards. In sum, evidence indicates that there are diverse driving factors to total SRS design. Research limitations/implications Limitations are based primarily on the methodology as data were obtained from a single person who represented the entire SRS. Care was taken in the study design in order not to compromise the validity of the findings. Practical implications The results indicated that managers responsible for system design need to be holistic in SRS design to more tightly link decisions across multiple contingencies so as to more fully integrate total service system design. This is potentially accomplished through the inclusion of aspects of all relevant contingencies when designing recovery systems. Originality/value This paper’s main contribution is that it employs established theory to develop and test a model to show that firms consider multiple contingencies while designing SRS. It contributes to the emerging body of work on SRS design by providing insights that can be considered as driving forces behind the design of SRS.

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Jehn, Karen A., and Corinne Bendersky. "INTRAGROUP CONFLICT IN ORGANIZATIONS: A CONTINGENCY PERSPECTIVE ON THE CONFLICT-OUTCOME RELATIONSHIP." Research in Organizational Behavior 25 (January 2003): 187–242. http://dx.doi.org/10.1016/s0191-3085(03)25005-x.

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

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