Search results for 'Conflict management' (try it on Scholar)

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  1. James D. Smith (2013). A Synthesis of the Prevailing Conflict Management Paradigms: Toward a Unity of Conflict. Dissertation, Fielding Graduate University
    This synthesis of 5 prominent conflict management paradigms uses power differential as the single most contributing variable to their process and outcome of conflict. Efforts of scholars to integrate or synthesize conflict paradigms have been unsuccessful or clumsy by the scholars’ own assessments. The 5 selected paradigms represent an interdisciplinary set of normative and descriptive paradigms from different social contexts and intellectual frameworks. The 5 share the common traits of rival goals, three levels of socially constructed (...)
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  2.  6
    Klas Roth (2008). Deliberative Pedagogy: Ideas for Analysing the Quality of Deliberation in Conflict Management in Education. Studies in Philosophy and Education 27 (4):299-312.
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  3. Michael H. G. Hoffmann (2005). Logical Argument Mapping: A Method for Overcoming Cognitive Problems of Conflict Management. International Journal of Conflict Management 16:304-334.
    A crucial problem of conflict management is that whatever happens in negotiations will be interpreted and framed by stakeholders based on their different belief-value systems and world views. This problem will be discussed in the first part of this article as the main cognitive problem of conflict management. The second part develops a general semiotic solution of this problem, based on Charles Peirce's concept of "diagrammatic reasoning." The basic idea is that by representing one 's thought (...)
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  4.  18
    Lauren Edelstein, John Lynch, Nneka Mokwunye & Evan DeRenzo (2010). Curbside Consultation Re-Imagined: Borrowing From the Conflict Management Toolkit. [REVIEW] HEC Forum 22 (1):41-49.
    Curbside ethics consultations occur when an ethics consultant provides guidance to a party who seeks assistance over ethical concerns in a case, without the consultant involving other stakeholders, conducting his or her own comprehensive review of the case, or writing a chart note. Some have argued that curbside consultation is problematic because the consultant, in focusing on a single narrative offered by the party seeking advice, necessarily fails to account for the full range of moral perspectives. Their concern is that (...)
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    Lauren Edelstein, Evan DeRenzo, Elizabeth Waetzig, Craig Zelizer & Nneka Mokwunye (2009). Communication and Conflict Management Training for Clinical Bioethics Committees. HEC Forum 21 (4):341-349.
    Communication and Conflict Management Training for Clinical Bioethics Committees Content Type Journal Article Pages 341-349 DOI 10.1007/s10730-009-9116-7 Authors Lauren M. Edelstein, Johns Hopkins Medicine’s Howard County General Hospital 5755 Cedar Lane Columbia MD 21044 USA Evan G. DeRenzo, Washington Hospital Center Center for Ethics 110 Irving St Washington, D.C. NW 20010 USA Elizabeth Waetzig, Change Matrix Inc. 485 Maylin St. Pasadena CA 91105 USA Craig Zelizer, Georgetown University Department of Government 3240 Prospect St. Washington, D.C. NW 20057 USA (...)
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  6.  9
    Bolanle Olaniran (2001). Computer-Mediated Communication and Conflict Management Process: A Closer Look at Anticipation of Future Interaction. World Futures 57 (4):285-313.
    This paper explores the concept of anticipation of future interaction (AFI) in Computer?Mediated Communication (CMC) with conflict management. Specifically, the tenet of the current paper is to determine whether CMC is suitable for conflict management. This central question was address drawing on anticipation of future interaction. Along this line, the issue of task, identity, self?presentations are discussed relative to the role of anticipation of future interaction in CMC encounters. Specific propositions are presented. The discussion addresses implications (...)
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  7.  13
    Carsten Nico Hjortsø, Stig Møller Christensen & Peter Tarp (2005). Rapid Stakeholder and Conflict Assessment for Natural Resource Management Using Cognitive Mapping: The Case of Damdoi Forest Enterprise, Vietnam. Agriculture and Human Values 22 (2):149-167.
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  8.  68
    William E. Shafer (2002). Ethical Pressure, Organizational-Professional Conflict, and Related Work Outcomes Among Management Accountants. Journal of Business Ethics 38 (3):263 - 275.
    This study examines the effects of ethical pressure on management accountants' perceptions of organizational-professional conflict, and related work outcomes. It was hypothesized that organizational pressure to engage in unethical behavior would increase perceived organizational-professional conflict, and that this perceived conflict would reduce organizational commitment and job satisfaction, and increase the likelihood of employee turnover. A survey was mailed to a random sample of Certified Management Accountants to assess perceptions of the relevant variables. The (...)
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  9.  1
    Morton Deutsch (2011). Constructive Conflict Management for the World Today. In Peter T. Coleman (ed.), Conflict, Interdependence, and Justice. Springer 289--307.
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  10.  4
    C. N. Olori & C. C. Zuofa (2011). Vocational Education Programme and Conflict Management in Ogba Land of River State, Nigeria. Sophia: An African Journal of Philosophy 10 (2).
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  11.  13
    Marcelo Dascal, Argument, War and the Role of the Media in Conflict Management.
    Even more precious perhaps is the tradition that works against Â… that misuse of language which consists in pseudo-arguments and propaganda. This is the tradition and discipline of clear speaking..
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  12.  4
    James M. Murray (2009). Arnoud-Jan A. Bijsterveld, Do Ut Des: Gift Giving, “Memoria,” and Conflict Management in the Medieval Low Countries. Hilversum: Verloren, 2007. Paper. Pp. 309 Plus Errata Sheets; 42 Black-and-White Figures and 2 Tables. €29. [REVIEW] Speculum 84 (1):122-123.
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  13.  3
    Bede Webster (2013). Conflict Management: A Practical Guide [Book Review]. Ethos: Official Publication of the Law Society of the Australian Capital Territory 228:39.
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  14.  10
    M. Edelstein Lauren, G. DeRenzo Evan, Craig Zelizer Elizabeth Waetzig & O. Mokwunye Nneka (2009). Communication and Conflict Management Training for Clinical Bioethics Committees. HEC Forum 21 (4).
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  15.  8
    M. Edelstein Lauren, J. Lynch John, O. Mokwunye Nneka & G. DeRenzo Evan (2010). Curbside Consultation Re-Imagined: Borrowing From the Conflict Management Toolkit. HEC Forum 22 (1).
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  16. P. Pedersen (1995). Non-Western Concepts of Multicultural Conflict Management Applied to Migration Issues. Communication and Cognition: An Interdisciplinary Quarterly Journal 28:387-408.
     
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  17. Gary Varner, S. J. Gilbertz & Tarla Rai Peterson (1996). Teaching Environmental Ethics as a Method of Conflict Management. In Andrew Light & Eric Katz (eds.), Environmental Pragmatism. Routledge
     
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  18.  12
    Martin A. Nie (2002). Wolf Recovery and Management as Value-Based Political Conflict. Ethics, Place and Environment 5 (1):65 – 71.
    The debate over wolf recovery and management in the United States is best understood as a value-based political conflict that transcends issues strictly pertaining to science, biology and techno-rational approaches to problem solving. Political and cultural context will shape the future of the wolf as it has its past. A policy-oriented approach has much to offer the debate, especially if it is contextual and places human values and ethics at the center of its analysis. It is also important (...)
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  19. Theresa L. Goedeke (2005). Devils, Angels or Animals: The Social Construction of Otters in Conflict Over Management. In Ann Herda-Rapp & Theresa L. Goedeke (eds.), Mad About Wildlife: Looking at Social Conflict Over Wildlife. Brill 25--50.
     
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  20.  5
    S. Benferhat, L. Cholvy, A. Hunter & W. Liu (2004). Management of Uncertainty, Incompleteness, Imprecision and Conflict in Multiple Data Sources. Journal of Applied Non-Classical Logics 14 (3):243-386.
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  21.  2
    Geoffrey Greatrex (2014). Bell Social Conflict in the Age of Justinian. Its Nature, Management, and Mediation. Pp. Xviii + 393, Ills, Maps. Oxford: Oxford University Press, 2013. Cased, £80, US$150. ISBN: 978-0-19-956733-1. [REVIEW] The Classical Review 64 (1):256-258.
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  22.  8
    Ward H. Goodenough (1983). Consequences of Social Living, Language, and Culture for Conflict and its Management. Zygon 18 (4):415-424.
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  23. John R. Boatright (2010). Conflict of Interest in Financial Services : A Contractual Risk-Management Analysis. In Thomas H. Murray & Josephine Johnston (eds.), Trust and Integrity in Biomedical Research: The Case of Financial Conflicts of Interest. Johns Hopkins University Press
     
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  24. Emanuela Ceva (2016). Interactive Justice: A Proceduralist Approach to Value Conflict in Politics. Routledge.
    Contemporary societies are riddled with moral disputes caused by conflicts between value claims competing for the regulation of matters of public concern. This familiar state of affairs is relevant for one of the most important debates within liberal political thought: should institutions seek to realize justice or peace? Justice-driven philosophers characterize the normative conditions for the resolution of value conflicts through the establishment of a moral consensus on an order of priority between competing value claims. Peace-driven philosophers have concentrated, perhaps (...)
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  25. Kuong-Ho Liu Chen & Tzong-Jye Dow Liu (2006). Security and Policy Based Management-ZERO-Conflict: A Grouping-Based Approach for Automatic Generation of IPSec/VPN Security Policies. In O. Stock & M. Schaerf (eds.), Lecture Notes in Computer Science. Springer-Verlag 197-208.
     
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  26. Hanne Nørreklit & Camilla Kølsen de Wit (2001). Sustainable Communication Practices in Management Control-Are Body and Mind in Conflict or Convertion? Hermes 27:9-29.
     
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  27.  85
    Julia Roloff (2008). Learning From Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management. [REVIEW] Journal of Business Ethics 82 (1):233 - 250.
    From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates in multi-stakeholder (...)
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  28. Emanuela Ceva (2016). Interactive Justice. A Proceduralist Approach to Value Conflict in Politics. Routledge.
    Contemporary societies are riddled with disputes caused by conflicts between the holders of value claims competing for the regulation of matters of public concern. Disputes regarding whether to permit euthanasia or the presence of religious symbols in public places illustrate this well. This familiar state of affairs is relevant for one of the most important debates within liberal political thought: should institutions seek to realize justice or peace? This book contributes to this debate by moving beyond the apparent dichotomy between (...)
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  29.  20
    K. Helmut Reich (2002). Developing the Horizons of the Mind: Relational and Contextual Reasoning and the Resolution of Cognitive Conflict. Cambridge University Press.
    This book is about Relational and Contextual Reasoning (RCR), a new theory of the human mind that addresses key areas of human conflict, such as the ideological conflict between nations, in close relationships and between science and religion. K. Helmut Reich provides a clear and accessible introduction to the RCR way of thinking that encourages an inclusive rather than oppositional approach to conflict and problem-solving.
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  30.  28
    Johannes Brinkmann & Knut J. Ims (2004). A Conflict Case Approach to Business Ethics. Journal of Business Ethics 53 (1-2):123-136.
    Departing from frequent use of moral conflict cases in business ethics teaching and research, the paper suggests an elaboration of a moral conflict approach within business ethics, both conceptually and philosophically. The conceptual elaboration borrows from social science conflict research terminology, while the philosophical elaboration presents casuistry as a kind of practical, inductive argumentation with a focus on paradigmatic examples.
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  31.  6
    Manuel London (1999). Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books.
    London shows that principled leadership and business diplomacy not only provide direction for management, but they also enhance development of leadership in ...
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  32.  5
    Joe Peters (1999). Understanding Conflicts Between People and Parks at Ranomafana, Madagascar. Agriculture and Human Values 16 (1):65-74.
    The national park model originating in the unique circumstances of mid-19th century North America has been widely applied in the developing countries of the late 20th century, provoking numerous land-use conflicts between parks and resident peoples. Key factors in understanding these conflicts are examined using the field experience of the Ranomafana National Park in Madagascar. A conflict management strategy is suggested for alleviating such antagonism and facilitating the investigation of mutually acceptable conservation and development pathways.
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  33.  9
    Hooshang Kuklan (1988). Perception and Organizational Crisis Management. Theory and Decision 25 (3):259-274.
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  34. Cheryl Hughes, James Wong, International Conference on Social Philosophy & North American Society for Social Philosophy (2003). Communication, Conflict, and Reconciliation. Monograph Collection (Matt - Pseudo).
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  35. L. M. Moreva & Dmitriĭ Spivak (eds.) (2006). Unity and Diversity in Religion and Culture: Exploring the Psychological and Philosophical Issues Underlying Global Conflict.
     
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  36.  12
    Jasper Eshuis & Marian Stuiver (2005). Learning in Context Through Conflict and Alignment: Farmers and Scientists in Search of Sustainable Agriculture. Agriculture and Human Values 22 (2):137-148.
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  37.  8
    Norbert Ross, Doug Medin & Doug Cox (2007). Epistemological Models and Culture Conflict: Menominee and Euro‐American Hunters in Wisconsin. Ethos: Journal of the Society for Psychological Anthropology 35 (4):478-515.
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  38. Ann Herda-Rapp & Theresa L. Goedeke (eds.) (2005). Mad About Wildlife: Looking at Social Conflict Over Wildlife. Brill.
     
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  39.  11
    Shenjiang Mo, Simon A. Booth & Zhongming Wang (2012). How Do Chinese Firms Deal with Inter-Organizational Conflict? Journal of Business Ethics 108 (1):121-129.
    Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the (...)
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  40.  21
    Holmes Miller & Kurt J. Engemann (2004). A Simulation Model of Intergroup Conflict. Journal of Business Ethics 50 (4):355-367.
    In this paper we investigate intergroup conflict and examine the impact of strategies to manage and hopefully reduce it. To do this, we use a probabilistic computer simulation model, based on feedback principles. The model examines how conflict between two groups evolves over time. Group differences and the occurrence of intergroup incidents drive the model. Intergroup hostility which depends on past history, recent conflict incidents, and group differences is the key variable that indicates the proclivity toward (...) between the two groups. We use the model to examine various cases and the effect of conflict management strategies. Based on the model results, we develop some conclusions about the applicability of the findings to actual situations, as well as directions for further research. (shrink)
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  41.  15
    Irawaty & Erika S. Kusumaputri (2010). Pengaruh Manajemen Diri Terhadap Intensitas Konflik Peran Ganda (Studi Pada Wanita Yang Bekerja di Lembaga Pendidikan). Phronesis 10 (1).
    The purpose of this research is to proving empirically correlation between self management with double role conflict at educational institution of Primagama Yogyakarta. Hypothesis of this research is there any negative correlation between self management with double role at woman career in educational institution of Primagama Yogyakarta. Participants in this research are woman career in educational institution of Primagama Yogyakarta with characteristic are married, have children, with sample accumulated was 32, from 35 person woman employee in Primagama. (...)
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  42.  41
    Shane R. Premeaux (2004). The Current Link Between Management Behavior and Ethical Philosophy. Journal of Business Ethics 51 (3):269-278.
    The current linkages between ethical theory and management behavior are investigated. The vignettes used in this investigation represent ethical dilemmas in the areas of coercion and control, conflict of interest, physical environment, and personal integrity. Overall, even with heightened ethical awareness the link between ethical philosophy and management behavior remains similar to that of the early 1990s. Generally, practitioners still rely heavily on the utilitarian ethical philosophy when making business decisions. However, more managers are now (...)
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  43.  25
    John Hendry (2004). Between Enterprise and Ethics: Business and Management in a Bimoral Society. Oxford University Press.
    We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...)
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  44.  22
    Terence Jackson & Marian Calafell Artola (1997). Ethical Beliefs and Management Behaviour: A Cross-Cultural Comparison. [REVIEW] Journal of Business Ethics 16 (11):1163-1173.
    A cross-cultural empirical study is reported in this article which looks at ethical beliefs and behaviours among French and German managers, and compares this with previous studies of U.S. and Israeli managers using a similar questionnaire. Comparisons are made between what managers say they believe, and what they do, between managers and their peers' attitudes and behaviours, and between perceived top management attitudes and the existence of company policy. In the latter, significant differences are found by national ownership of (...)
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  45.  45
    Marc C. Marchese, Gregory Bassham & Jack Ryan (2002). Work-Family Conflict: A Virtue Ethics Analysis. [REVIEW] Journal of Business Ethics 40 (2):145 - 154.
    Work-family conflict has been examined quite often in human resources management and industrial/organizational psychology literature. Numerous statistics show that the magnitude of this employment issue will continue to grow. As employees attempt to balance work demands and family responsibilities, organizations will have to decide to what extent they will go to minimize this conflict. Research has identified numerous negative consequences of work-family stressors for organizations, for employees and for employees' families. There are however many options (...)
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  46.  12
    Elizabeth A. Boyd & Lisa A. Bero (2007). Defining Financial Conflicts and Managing Research Relationships: An Analysis of University Conflict of Interest Committee Decisions. Science and Engineering Ethics 13 (4):415-435.
    Despite a decade of federal regulation and debate over the appropriateness of financial ties in research and their management, little is known about the actual decision-making processes of university conflict of interest (COI) committees. This paper analyzes in detail the discussions and decisions of three COI committees at three public universities in California. University committee members struggle to understand complex financial relationships and reconcile institutional, state, and federal policies and at the same time work to protect the integrity (...)
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  47.  4
    David B. Resnik & Kevin C. Elliott (2015). Bisphenol A and Risk Management Ethics. Bioethics 29 (3):182-189.
    It is widely recognized that endocrine disrupting compounds, such as Bisphenol A, pose challenges for traditional paradigms in toxicology, insofar as these substances appear to have a wider range of low-dose effects than previously recognized. These compounds also pose challenges for ethics and policymaking. When a chemical does not have significant low-dose effects, regulators can allow it to be introduced into commerce or the environment, provided that procedures and rules are in place to keep exposures below an acceptable level. This (...)
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  48.  19
    Antonio Argandoña (2004). On Ethical, Social and Environmental Management Systems. Journal of Business Ethics 51 (1):41-52.
    There are three types of solutions to the problems deriving from companies' ethical, social and environmental responsibilities: those based on regulation by an authority or agency; those deigned to create market incentives; and those that rely on self-regulation by companies themselves. In the specific field we are concerned with here, regulation has significant costs and drawbacks that make it particularly desirable that companies should set up their own ethical, social and environmental management systems or programmes. The purpose of this (...)
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  49.  15
    Iča Rojšek (2001). From Red to Green: Towards the Environmental Management in the Country in Transition. [REVIEW] Journal of Business Ethics 33 (1):37 - 50.
    This paper investigates the driving forces behind the environment-oriented management in Slovenia, a country in transition. The study focuses on attititudes of managers towards different aspects of the concern for the environment, the most important sources of pressure on companies for better environmental performance, the potential conflict between environmental and other business goals, and perception of barriers to the environmentally responsible behaviour of a company. The study uncovers a strong belief that the government is responsible to prevent damage (...)
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  50.  20
    M. J. Kurzynski (1998). The Virtue of Forgiveness as a Human Resource Management Strategy. Journal of Business Ethics 17 (1):77-85.
    In an individualistic society and in the increasingly competitive business environment people do not seem inclined to forgive others their trespasses. One is more likely to choose to ignore the virtue of forgiveness as a way of handling personnel situations involving intense conflict or mild disagreements, favoring instead the negative feelings of resentment, anger, revenge or retaliation. Business people seem less concerned with growth in virtue and character; interestingly they allow their character and ultimately their work relationships to deteriorate (...)
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