Navigating conflict and power at work: the effects of power and interdependence asymmetries on conflict in organizations. Issue 10 (30th September 2013)

• Record Type: Journal Article
• Authors: Coleman, Peter T.; Kugler, Katharina G.; Mitchinson, Adam; Foster, Chris
• Is Part Of: Journal of applied social psychology. Volume 43:Issue 10(2013)
• Page Start: 1963
• Page End: 1983
• Publication Date: 2013-09-30
• Subjects: Social psychology -- Periodicals; Behavior -- Periodicals; Psychology, Social -- Periodicals; 302
• DOI: 10.1111/jasp.12150
• Languages: English
• ISSNs: 0021-9029

Abstract

<abstract abstract-type="main"> <title>Abstract</title> <p>Many of the most difficult conflicts people face at work are up and down; with bosses, supervisors, and important clients, or with direct reports, staff, or other employees who differ from them in terms of their power and interests. However, much of the research on power differences and conflict tends to be piecemeal, decontextualized, and focused on negative consequences. This paper presents 2 studies that investigated a new situated model of conflict and power at work. They build on classic areas of research on social conflict, power, and interdependence; and integrate them into a coherent framework for organizational conflict research. The study methods and findings are presented, and their implications for research on work conflict are discussed.</p> </abstract>