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dc.contributor.authorLipsky, David B.
dc.contributor.authorAvgar, Ariel C.
dc.date.accessioned2020-11-17T17:14:38Z
dc.date.available2020-11-17T17:14:38Z
dc.date.issued2010-05-01
dc.identifier.other3562118
dc.identifier.urihttps://hdl.handle.net/1813/74961
dc.description.abstract[Excerpt] In this article we look at the traditional approach to workplace conflict, the evolution of conflict management, criticism of this process by progressive and traditional critics, and then consider whether they can be reconciled by taking what we call a strategic view of conflict management in the workplace. This view calls for an alignment between the goals of the conflict management system and the overarching nature of the organization in which that system is implemented. The management of conflict, according to this approach, should complement the organization’s strategic posture and existing structures. We maintain that the level of fit between an organization’s conflict management philosophy and its strategic goals and objectives dictates whether the conflict management system will enhance or hinder key stakeholder outcomes.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © American Arbitration Association. Reprinted with permission. All rights reserved.
dc.subjectalternative dispute resolution
dc.subjectADR
dc.subjectconflict
dc.subjectindustrial relations
dc.subjectconflict management system
dc.titleThe Conflict Over Conflict Management
dc.typeunassigned
dc.description.legacydownloadsLipsky99_The_Conflict_Over_Conflict_Management.pdf: 6339 downloads, before Oct. 1, 2020.
local.authorAffiliationLipsky, David B.: DBL4@CORNELL.EDU Cornell University
local.authorAffiliationAvgar, Ariel C.: University of Illinois at Urbana-Champaign


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