David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 11 (5-6):423-432 (1992)
Although managers spend over twenty percent of their time in conflict management, organization theorists have provided very few guidelines to help them do their job ethically. This paper attempts to provide some guidelines so that organizational members can use the styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, with their superiors, subordinates, and peers ethically and effectively. It has been argued in this paper that, in general, each style of handling interpersonal conflict is appropriate if it is used to attain organization''s proper end.
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Walter Watson (1985). The Architectonics of Meaning: Foundations of the New Pluralism. University of Chicago Press.
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Manuel G. Velasquez (1988). Business Ethics: Concepts and Cases. Journal of Business Ethics 7 (8):592-604.
Citations of this work BETA
Linda M. Pittenger (2015). Emotional and Social Competencies and Perceptions of the Interpersonal Environment of an Organization as Related to the Engagement of IT Professionals. Frontiers in Psychology 6.
Minna-Maaria Hiekkataipale & Anna-Maija Lämsä (forthcoming). What Should a Manager Like Me Do in a Situation Like This? Strategies for Handling Ethical Problems From the Viewpoint of the Logic of Appropriateness. Journal of Business Ethics.
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