Chapter 2

REVIEW OF LITERATURE

INTRODUCTION

Literature review which covers way for an understanding of the

areas of research which is already undertaken on the potential areas
which are yet to be covered. In this way attempt has made to a
brief survey of the work already undertaken on the field of
conflict management.

Conflict is an inherent aspect of organizational life, often arising

from differences in goals, values, communication styles, or
interpersonal relationships among employees. When managed
effectively, conflict can lead to improved decision-making and
innovation; however, if left unresolved, it may result in decreased
morale and productivity. Researchers have developed several
models—such as the Thomas-Kilmann Conflict Mode Instrument
and the dual-concern theory—to understand individual approaches
to conflict and promote constructive resolution strategies. These
studies emphasize the importance of communication, emotional
intelligence, and organizational culture in managing conflict. In
organizational settings like Sitaram Ayurveda (P) Ltd, which
blends traditional and contemporary practices, conflict
management strategies are particularly vital to maintaining
workplace harmony. This literature review aims to provide a brief
survey of existing research on conflict management, highlighting
what has already been explored and identifying areas that remain
under-researched, thereby setting a foundation for
the present study.

Kilag, O. K. et al. (2024) examines administrators' conflict

management strategies, highlighting their significance in
organizational dynamics. Studies delve into the role of
administrators in addressing Dr. Vishal Singh Varma & Dr. Reshu
Gupta: Conflict Resolution Strategies in the Workplace:..... 37
conflicts among staff, stakeholders, and within organizational
structures. Research explores various conflict management
approaches employed by administrators, including mediation,
negotiation, and collaboration, and assesses their effectiveness in
resolving disputes and promoting organizational harmony.
Additionally, studies investigate the impact of administrators'
leadership styles, communication skills, and emotional intelligence
on conflict resolution outcomes. Effective conflict management by
administrators fosters a positive work environment, enhances
productivity, and cultivates trust and respect among organizational
members. Understanding administrators' conflict management
strategies is crucial for promoting organizational effectiveness and
employee well-being.
Sharma and Pillai (2023) explored the concept of psychological
safety and its influence on conflict resolution in health and
wellness institutions across southern India. Their empirical study
involved both clinical and administrative staff from Ayurveda and
allied wellness centers. Results indicated that employees were
more likely to engage in constructive dialogue and collaborative
problem-solving when they felt psychologically safe—meaning
they were not afraid of being penalized for speaking openly. The
study highlighted that conflict was less about the issue itself and
more about how comfortable employees felt raising concerns.
Organizations that encouraged open communication, constructive
feedback, and non-hierarchical discussion formats saw a notable
reduction in harmful conflict outcomes.

Johnson, Brown, and Williams (2023) explore the role of

communication as a critical tool in conflict management across
various industries. Their study highlights the importance of
effective communication in reducing misunderstandings and
resolving conflicts within organizations. Through case studies from
sectors like healthcare, education, and corporate environments, the
authors emphasize that clear, transparent communication helps in
clarifying goals, expectations, and personal perspectives, which
can prevent conflicts from escalating. The study underscores the
value of active listening, feedback, and non-verbal communication
in managing disputes effectively. By promoting an open
communication culture, organizations can address issues early,
fostering better relationships and improving overall performance.
This research aligns with previous studies that advocate for
communication as a vital skill for conflict resolution, asserting that
when employees and leaders communicate well, conflict becomes
a constructive force rather than a disruptive one.

Singh and Mehta (2023) investigate the role of transformational

leadership in conflict resolution within healthcare organizations.
Their research emphasizes that leaders who adopt transformational
leadership styles—characterized by inspiration, motivation, and
individualized consideration—are more effective in resolving
conflicts. The study explores how transformational leaders engage
in proactive conflict management by addressing issues early,
encouraging open dialogue, and fostering a positive work
environment. This leadership approach enhances employees' trust,
commitment, and collaboration, which are critical in reducing
interpersonal and task-related conflicts. The authors argue that
transformational leadership not only resolves conflicts but also
leads to a more cohesive and resilient organizational culture, where
team members work toward shared goals. Their findings support
the view that leadership style significantly influences conflict
outcomes, with transformational leaders being more adept at
managing and transforming conflicts into opportunities for growth
and innovation within healthcare settings.
Kumar and Bhatia (2022) investigated the prevalence of
interpersonal and interdepartmental conflicts in small and medium-
sized enterprises (SMEs) across India. Their mixed-method study
revealed that unresolved conflicts contributed to lowered employee
morale, increased absenteeism, and frequent team disruptions.
They emphasized that integrative conflict management strategies—
particularly collaboration and compromise—resulted in more
favorable outcomes compared to avoidance or domination. The
study also highlighted the importance of managerial training in
recognizing early signs of conflict and intervening constructively.

Davis and White (2022) explore the significant impact that

unresolved conflict has on employee well-being within
organizational settings. Their study emphasizes the harmful
consequences of unresolved conflicts, particularly in terms of
stress, burnout, and disengagement among employees. The
research suggests that when conflicts are not managed effectively,
they can create a toxic work environment that undermines
employee mental health and overall productivity. Employees who
experience prolonged unresolved conflicts often report feelings of
anxiety, frustration, and emotional exhaustion, which can lead to
increased absenteeism and lower job satisfaction. The authors
advocate for proactive conflict management practices, including
open communication, conflict resolution training, and the
establishment of clear conflict-handling procedures. Their findings
align with previous studies that highlight the link between
workplace conflict and employee health, asserting that effective
conflict resolution not only improves well-being but also enhances
organizational performance.

Gonzalez and Romero (2022) examine the effectiveness of

emotional intelligence (EI)-based training for conflict management
in leadership. Their study highlights the critical role that emotional
intelligence plays in leaders' ability to manage and resolve
conflicts in the workplace. The authors argue that leaders with
higher levels of EI—characterized by self-awareness, empathy, and
emotional regulation—are more effective in addressing
interpersonal and task-related conflicts. Through their research,
they demonstrate that EI-based training enhances leaders' conflict
management skills, which in turn improves team dynamics and
organizational performance. Leaders who can regulate their
emotions and understand the emotional needs of others are better
equipped to mediate disputes and foster a positive work
environment. The study suggests that EI training programs for
leaders should be integrated into organizational development
strategies to enhance leadership effectiveness and conflict
resolution capabilities, ultimately contributing to improved
organizational outcomes.

Chang, Lee, and Kwon (2022) investigate the relationship

between different conflict management styles and key
organizational outcomes, particularly focusing on employee
satisfaction and organizational commitment. Their research
explores how various approaches to conflict—such as integrating,
avoiding, compromising, and dominating—impact employee
morale, engagement, and loyalty. The study finds that integrating
and compromising conflict styles are most positively correlated
with higher levels of job satisfaction and stronger organizational
commitment. Employees who experience collaborative or
negotiated conflict resolutions tend to feel more valued and
supported, leading to increased satisfaction and commitment to the
organization. In contrast, avoiding or dominating conflict styles
often result in dissatisfaction and disengagement, as these
approaches fail to address underlying issues or may escalate
tensions. The findings emphasize the importance of adopting
constructive conflict management strategies to foster positive
employee outcomes and enhance organizational performance.

Jordan, P. J. et al. (2021) underscores the significance of

managing emotions during team problem-solving, particularly
through emotional intelligence (EI) and conflict resolution
strategies. Research explores how individuals with higher EI levels
exhibit better conflict management skills, including empathy, self-
awareness, and impulse control, leading to more constructive
resolutions. Furthermore, effective emotion regulation within
teams contributes to enhanced problem-solving processes,
communication, and decision-making. Conversely, poor emotional
management may escalate conflicts and hinder productivity.
Therefore, understanding the interplay between emotional
intelligence and conflict resolution is pivotal for promoting
positive team dynamics and optimizing performance outcomes in
problem-solving contexts.

Valente& Lourenço(2020) highlights the impact of teachers'

emotional intelligence (EI) on conflict management within the
classroom setting. Studies delve into how teachers with higher EI
levels demonstrate greater adeptness in addressing conflicts among
students, fostering a conducive learning environment. Research
explores the role of EI components such as empathy, self
regulation, and social skills in effectively managing classroom
conflicts, promoting positive interactions, and minimizing
disruptions to learning. Conversely, teachers with lower EI may
struggle to manage conflicts, leading to negative outcomes such as
increased tension, decreased student engagement, and
compromised classroom dynamics. Understanding the influence of
teachers' EI on conflict management is crucial for promoting a
harmonious and productive learning environment.

This study by Roberts and Zhang (2020) focuses on the role of

organizational culture in shaping conflict resolution strategies,
particularly in cross-cultural settings. The research highlights that
organizational culture and national culture influence how conflicts
are perceived and managed in the workplace. In individualistic
cultures, conflict is often addressed directly, and assertiveness is
valued, whereas in collectivist cultures, avoiding open
confrontation and maintaining harmony are prioritized. The study
emphasizes the importance of understanding these cultural nuances
to develop effective conflict resolution strategies, especially in
global or multicultural teams. The authors argue that culturally
informed conflict management strategies can improve
communication, collaboration, and overall organizational
effectiveness. They also recommend that organizations promote
cultural awareness to navigate conflicts more effectively and to
foster a positive work environment.

This study by Lee, Chen, and Wang (2020) examines the unique
challenges of conflict management in virtual teams, particularly in
the context of remote work environments. Virtual teams often face
obstacles such as communication barriers, lack of non-verbal cues,
and feelings of isolation, which can exacerbate conflicts and hinder
effective collaboration. The authors discuss various types of
conflicts that arise in virtual teams, including task-related conflicts
and relationship conflicts, and how these conflicts can negatively
impact team performance, cohesion, and morale.The study
provides practical solutions for managing conflicts in virtual
teams, such as clear communication, setting expectations, and
regular check-ins to ensure that team members stay aligned and
issues are addressed promptly. It emphasizes the importance of
trust-building and the role of leaders in facilitating open dialogue
and resolving conflicts before they escalate. Additionally, the
research highlights the need for specialized conflict resolution
strategies tailored to the virtual work context, where traditional in-
person conflict management techniques may not be as effective.

Olu Ojo & Dupe Adesubomi Abolade (2019) examine the impact
of conflict management on employee performance in a public
sector organization in Nigeria. Their study emphasizes that conflict
is an inevitable aspect of organizational life, particularly within the
public sector, and that its management significantly influences
employee productivity and overall performance. The authors
explore various conflict management strategies, including
collaborative, competitive, compromising, and avoiding styles,
highlighting how these approaches affect job satisfaction,
motivation, and work dynamics. The research finds that effective
conflict management positively impacts employee performance,
while poor conflict management leads to negative outcomes such
as decreased productivity, lower morale, and increased turnover
intentions. The study further identifies the importance of
communication, leadership, and organizational culture in conflict
resolution processes. The authors conclude that proper conflict
management systems, such as training programs and clear policies,
are crucial for enhancing employee engagement and improving
organizational outcomes in the public sector.
Zia and Syed (2018) examine the impact of cultural diversity on
conflict management strategies within multinational organizations.
Their study explores how differences in cultural backgrounds
influence conflict perceptions, responses, and resolution
approaches. They found that multicultural environments often lead
to misunderstandings and conflict if not properly managed.
However, when diversity is effectively addressed through
culturally sensitive conflict management practices, organizations
can benefit from increased creativity and better problem-solving.
The research emphasizes that understanding cultural nuances is
crucial in developing conflict resolution strategies that promote
inclusivity, collaboration, and organizational cohesion. The
findings suggest that organizations should prioritize cultural
competence training and adopt flexible conflict management
approaches to harness the advantages of cultural diversity while
minimizing potential interpersonal tensions

Chen and Tjosvold (2018) examine the role of cooperative

conflict management in fostering team innovation within
organizational settings. Their study explores how a cooperative
approach to conflict—where team members openly discuss
disagreements while maintaining mutual respect—enhances
creativity, knowledge sharing, and problem-solving. The findings
indicate that teams that actively engage in cooperative conflict
resolution are better able to leverage diverse perspectives, leading
to higher levels of innovation. In contrast, teams that avoid conflict
or engage in competitive conflict management experience reduced
innovation and collaboration. The research highlights the
importance of leadership in promoting a cooperative climate and
suggests that constructive conflict management is a critical driver
of team effectiveness and organizational adaptability

Barki and Hartwick (2017) explore the dynamics of interpersonal

conflict and its management in the workplace. Their study delves
into the different types of interpersonal conflicts that arise within
organizations, particularly those stemming from task-related and
relationship-related issues. The authors discuss various conflict
management strategies, such as avoiding, dominating,
compromising, and collaborating, and their impact on workplace
outcomes. The research highlights the importance of understanding
the underlying causes of conflict, as well as how different
management approaches influence both individual and team
performance. Barki and Hartwick argue that effective conflict
management can enhance organizational productivity, reduce
stress, and improve interpersonal relationships. However, when
conflict is poorly managed, it can lead to negative consequences,
such as decreased employee morale and job satisfaction. The study
suggests that organizations should adopt tailored conflict
management strategies to foster a more harmonious and effective
work environment
Tjosvold and Sun (2017) investigate the role of cooperative
conflict management in enhancing team performance. Their study
emphasizes how fostering a cooperative approach to conflict—
where team members collaborate to resolve disagreements—can
significantly improve communication, problem-solving, and
innovation within teams. The authors argue that when teams
engage in cooperative conflict resolution, they create an
environment of trust and mutual respect, which in turn leads to
better decision-making and increased team effectiveness.
Conversely, teams that rely on competitive or avoidance-based
conflict strategies tend to experience reduced cooperation and
diminished performance outcomes. Tjosvold and Sun highlight that
cooperative conflict management is especially crucial in high-
performance teams, where the ability to harness diverse viewpoints
is essential for innovation. The study suggests that organizations
should promote cooperative conflict management practices to
maximize team collaboration and drive organizational success.

De Dreu and Beersma (2016) conduct a meta-analysis to explore

the relationship between conflict management strategies and
organizational performance. Their study synthesizes a wide range
of research on conflict management, with a particular focus on
how different approaches to handling conflict—such as integrating,
compromising, and avoiding—affect outcomes like team
performance, productivity, and satisfaction. The findings reveal
that cooperative conflict management strategies (e.g., integrating)
are generally associated with more favorable organizational
outcomes, such as higher team effectiveness and improved job
satisfaction. On the other hand, avoidance and competitive conflict
styles tend to have negative effects on team dynamics and
performance. The authors argue that the context in which conflict
occurs (such as task complexity and team composition) plays a
crucial role in determining which conflict management strategy is
most effective. This meta-analysis provides valuable insights for
organizations aiming to optimize conflict management practices to
enhance both individual and team performance.

Wall and Callister (2016) provide a comprehensive review of the

theoretical foundations and practical applications of conflict and its
management within organizations. They explore various
dimensions of conflict, including task conflict, relationship
conflict, and process conflict, and their implications for
organizational behavior. The authors emphasize that conflict is an
inevitable and often constructive aspect of organizational life, but
its management requires careful consideration of factors such as
organizational culture, leadership style, and team dynamics. The
study outlines key conflict management strategies—such as
avoidance, accommodation, competition, compromise, and
collaboration—and discusses how each approach influences
organizational outcomes, including productivity, job satisfaction,
and employee well-being. Wall and Callister argue that effective
conflict management is essential for fostering a positive work
environment and promoting collaboration. They advocate for the
development of conflict resolution skills at all levels of the
organization to mitigate the potential negative effects of
unresolved conflict on both individuals and teams.

The Journal Article by Madalina (2015) entitled Conflict

management, a new challenge from the Procedia Economics
and Finance affirms the inherent nature of conflict where
humans performs work. Madalina (2015:808) outlines the
different types of conflict between individuals and groups.
Emphasis is also put on the ability to dissect and discern conflict as
both an art and science. The author suggest that non can resolve
conflict without gaining understanding of factors resulting into
conflict. The author also present conflict management
approaches and conclude with project research
methodology for the paper.

Jehn and Mannix (2014) conducted a meta-analysis to examine

the impact of conflict on team performance. Their research
synthesized findings from multiple studies to understand the nature
of conflict within teams and its consequences on team
effectiveness. They explored how different types of conflict—task
conflict, relationship conflict, and process conflict—affect team
outcomes, such as performance, creativity, and decision-making.

The study revealed that task conflict, when managed

constructively, can enhance team performance by fostering diverse
perspectives and problem-solving approaches. In contrast,
relationship conflict, characterized by interpersonal tensions,
typically leads to negative outcomes, such as decreased team
morale, engagement, and performance. Process conflict, which
arises from disagreements over how tasks should be accomplished,
had mixed effects, depending on the team's ability to manage and
resolve such disagreements.

Olu Ojo and Dupe Adesubomi Abolade (2014), “Impact of

conflict management on employees' performance in a Public Sector
Organization in Nigeria” Effective conflict management enhance
employee's performance in an organization and that organization's
conflict management system influences employee performance in
the organization. It was recommended that organization should
embark on training and retraining of its employees in area of
conflict management so as to create a conductive working
environment for the employees and that there should be efficient
and effective communication between and among all categories of
the employees the organization. This will reduce conflicting
situations in the organization.

Jehn and Mannix (2013) conducted a meta-analytic review to

examine the impact of team conflict on team performance. The
authors analyzed several studies to evaluate how different types of
conflict, specifically task conflict, relationship conflict, and
process conflict, influence various aspects of team performance,
including productivity, decision-making, and overall team
effectiveness.

Their review highlights that task conflict can have a positive effect
on team performance when it leads to constructive discussions,
diverse perspectives, and innovative solutions. However, they
found that relationship conflict is generally detrimental to team
performance, as it often leads to tension, decreased
communication, and a reduction in cooperation. Process conflict,
which concerns the methods and procedures of task execution, was
shown to have a more complex relationship with performance,
with its impact depending on the team’s ability to manage the
conflict effectively.

The authors suggest that effective conflict management strategies

are crucial in mitigating the negative effects of relationship and
process conflict. Teams that develop processes for resolving
conflict, maintain open communication, and foster a collaborative
environment are better able to leverage the benefits of task conflict
while avoiding the pitfalls of relationship conflict.

Bokkasam Sasidhar, Jaba Mukherjee Gupta, Saad Alghanim

and Rashid M. Al-Hamali (2012) conducted an exploratory study
of interpersonal conflicts in various organizations in India and in
Saudi Arabia. This paper explores possible relationships between
the country and causes of conflict, situation of conflicts, frequency
of conflicts, resolution and mode of resolution of conflicts, and
communication as a means of resolution of conflicts. The study
shows that the country has significant impact on "cause of
conflict", "resolution of conflicts", and "the mode of resolution of
conflicts "at 5% level of significance. In Saudi Arabia,
Communication gap is a significant cause for conflict, which is
more prevalent than in India. It is observed that most of the
conflicts are resolved in Saudi Arabia, whereas about 38% of the
conflicts are not resolved in India. This study also presents
implications for future research in the area of conflict management.
This study sets out to examine conflict style preferences in India
and the predictive effects of various demographic variables on
conflict style preference. The findings reveal that conflict style
preference among Hindus in India differs significantly and that
Hindus prefer the integrating and dominating styles, whilst
showing the least inclination towards the avoiding and obliging
styles. Muslims prefer the integrating and compromising styles and
least prefer the dominating and avoiding styles. Analyses of the
demographic variables' predictive influence reveal that age and sex
are significant predictors for all five conflict styles for both
Muslims and Hindus. Education has a mixed predictive influence
on conflict style among Hindus and Muslims. The study calls for
conflict mediators to consider the influence of group membership
and educational level on conflict management/ resolution. The
research also discusses national/international conflict intervention
Stephen M. Croucher, Kyle J. Holody, Manda V. Hicks, Deepa
Oommen,Alfred DeMaris, (2011) "An examination of conflict
style preferences in India". This study sets out to examine conflict
style preferences in India and the predictive effects of various
demographic variables on conflict style preference. Data were
gathered in India(n=827) among Muslims and Hindus. Conflict
was measured using Oetzel's Conflict Style Measure. To answer
the research questions, repeated measures ANOVA and multiple
regressions were conducted. The findings reveal that conflict style
preference among Hindus in India differs significantly and that
Hindus prefer the integrating and dominating styles, whilst
showing the least inclination towards the avoiding and obliging
styles. Muslims prefer the integrating and compromising styles and
least prefer the dominating and avoiding styles. Analyses of the
demographic variables' predictive influence reveal that age and sex
are significant predictors for all five conflict styles for both
Muslims and Hindus. Education has a mixed predictive influence
on conflict style among Hindus and Muslims.

Paul S. Hempel, Zhi-Xue Zhang, Dean Tjosvold (2009) Trusting

relationships are increasingly considered vital for making teams
productive. We propose that84 cooperative management of conflict
can help team members to be convinced that their teammates are
trustworthy. Results from 102 organizations in China support the
theorizing that how teams to manage conflict with each other
affects within-team conflict management. Specifically, cooperative
conflict between teams helps teams to manage their internal
conflicts cooperatively that strengthens trust that in turn facilitates
team performance. Results provide support for managing conflict
cooperatively as a foundation for trusting, productive relationships
in China as well as in the West. use of fairy-tale conflict resolution
technique. The research included 40seniormanagers from a large
manufacturing company in Great Britain. It found that symbolic
meaning from myth can be used to create issues that are usually
subdued. Researchers concluded that reframing events in a fairy-
tale format reveals and resolves tensions.

Mayer, Claude (May 2008) examined conflict between south

African manager this study has been undertaken in the department
of management at Rhodes university in Graham stawn. The study
aimed at collection, analysis and interpretation of conflict in the
managerial context in automotives industry. In depth interview
were undertaken with 45 managers, the main finding of this study
is the managers with diverse background experience work related
conflict, which are related to value and identity concept in
selected organization.

Angela I. Greenwald (2007), the major findings were quite

attention drawing. The study is to investigate the degree to which
the Six Sigma leadership training program prepares leaders to
resolve organization conflict, a major source of stress related
illness. A qualitative case study approach was utilized. Twenty-
three Black Belt leaders in three Six Sigma roles of one Fortune
100 company were interviewed from five strategic business units
to determine if improvements may be made to reduce unresolved
conflict and enhance leader effectiveness. Leaders reported to be ill
equipped to manage conflict, negatively impacting productivity,
rendering them less effective and unable to meet personal and
organizational goals. The results confirmed that no training in the
area of conflict resolution was included in the curriculum. To
compensate, the leaders sought training outside of the curriculum,
ignored conflicts, or worked alone. Adequate recognition,a
supportive leader and peer network, judicious project selection and
a conflict-receptive culture were positive influences.
Recommendations for promoting positive social change by
reduction of harmful workplace conflict include conflict resolution
training, the initiation of a peer network, clearer role definition,
and more thorough project selection. Ronald H. Humphrey (2006)
presented a study-Promising research opportunities in emotions
and coping with conflict -This study reviews the highlights of the
five articles in this special issue on emotions and coping with
conflict. It develops12 research areas that offer potential for
future research breakthroughs. These areas link the five articles to
core concepts in emotional intelligence/competencies and
Affective Events Theory. Particular attention is given to empathy,
the ability to recognize emotions in others, and the ability to
express one's own emotions. These three variables are related to
moods and job performance, leadership, emotional labour, trust,
work family conflict, and stress. These five articles, together with
the 12 promising research areas, suggest practical ways to help
employees and organizations cope with conflict in the workplace.

Van Dijk, Pieter A.; Brown, Andrea Kirk (2006) focused on

conflicting empirical findings in studies assessing the relationship
between emotional labour and negative job outcomes are partly
due to the lack of clarity regarding the conceptualisation and
measurement of emotional dissonance. Emotional dissonance has
been variously described and measured as an antecedent or as a
consequence of the performance of emotional labour, as well as
an inherent component of emotional labour. Recent
conceptualizations of dissonance have proposed a mediator role for
emotional dissonance between emotional labour and the outcome
of emotional exhaustion. Concepts from cognitive dissonance
theory support this conceptualization and were used to empirically
test this proposed relationship with a sample of 181 staff from two
tourism based organizations providing a range of visitor/customer
services. The results demonstrated a significant partial mediation
role for emotional dissonance in the relationship between
emotional labour and emotional exhaustion, supporting the use of a
more theoretically and methodologically consistent measure of
emotional dissonance.
De Dreu and Bianca Beersma (2005) stated that Conflict theory
and research has traditionally focused on conflict management
strategies, in relation to individual and work-team effectiveness
and productivity. Far less attention has been devoted to―soft‖
outcomes including job satisfaction, organizational commitment,
turnover intentions, and individual health and well-being. This
state of affairs is unfortunate because it isolates conflict theory and
research from broader issues in organizational psychology and
organizational behaviour research. It also impedes applied work in
that it remains uncertain how interventions influence not only
conflict and effectiveness, but also satisfaction and well-being.
This introductory article deals with these problems in detail. The
articles in this Special Issue each in their own way deal with one of
these issues in more depth, shedding light on how conflict theory
and research can be connected to organizational
psychology in general.

Henri Barki, Jon Hartwick, (2004) "Conceptualizing the

Construct of Interpersonal Conflict", International Journal of
Conflict Management. The lack of a clear conceptualization and
operationalization of the construct of interpersonal conflict makes
it difficult to compare the results of different studies and hinders
the accumulation of knowledge in the conflict domain. Defining
interpersonal conflict as a dynamic process that occurs between
interdependent parties as they experience negative emotional
reactions to perceived disagreements and interference with the
attainment of their goals, the present paper presents a two-
dimensional framework and a typology of interpersonal conflict
that incorporates previous conceptualizations of the construct. The
first dimension of the framework identifies three properties
generally associated with conflict Situations: disagreement,
negative emotion, and interference. The framework's second
dimension identifies two targets of interpersonal conflict
encountered in organizational settings: task and interpersonal
relationship. Based on this framework, the paper highlights several
shortcomings of current conceptualizations and operationalization
of Interpersonal conflict in the organizational literature, and
provides suggestions for their remedy.

De Dreu, Carsten K. W.; Weingart, Laurie R. (2003) in a study

provides a meta analysis of research on the associations between
relationship conflict, task conflict, team performance, and team
member satisfaction. Consistent with past the orizing, results
revealed strong and negative correlations between relationship
conflict, team performance, and team member satisfaction. In
contrast to what has been suggested in both academic research and
introductory textbooks, however, results also revealed strong and
negative (instead of the predicted positive) correlations between
task conflict, team performance, and team member satisfaction. As
predicted, conflict had stronger negative relations with team
performance in highly complex (decision making, project, mixed)
than in less complex (production) tasks. Finally, task conflict was
less negatively related to team performance when task conflict and
relationship conflict were weakly, rather than strongly, correlated.

Andrea M. Bodtker, Jessica Katz Jameson, (2001) states that a

growing body of research suggests that conflict can be beneficial
for groups and organizations (e.g., De Dren & Van De Vliert,
1997). This paper articulates the argument that to be in conflict is
to be emotionally activated (Jones, 2000) and utilizes Galtung's
(1996) triadic theory of conflict transformation to locate entry
points for conflict generation. Application of these ideas is
presented through exemplars that demonstrate the utility of
addressing emotions directly in the management of
organizational conflicts.

Michael A. Gross, Laura K. Guerrero, (2000) discuss the

competence model of conflict communication suggests that
individuals who use various conflict styles will be Perceived
differently in terms of appropriateness and effectiveness. A
simulated organizational decision-making task involving 100
randomly-paired dyads consisting of business students suggested
that an integrative conflict style is generally perceived as the most
appropriate (in terms of being both a polite, pro-social strategy and
an adaptive, situationally appropriate strategy) and most effective
style. The dominating style tended to be perceived as inappropriate
when used by others, but some participants judged themselves as
more effective when they used dominating tactics along with
integrating tactics. The obliging style was generally perceived as
neutral, although some participants perceived themselves to be less
effective and relationally appropriate when they employed
obliging tactics.
CONCLUSION

The review of literature highlights that conflict is an inevitable part

of organizational life, but its impact largely depends on how it is
managed. Numerous studies emphasize that effective conflict
management strategies such as collaboration, open communication,
emotional intelligence, and transformational leadership—can
transform conflict into a constructive force that enhances team
performance, innovation, and employee satisfaction. Constructive
conflict resolution promotes psychological safety, mutual respect,
and trust among employees, which are essential for effective
teamwork and goal achievement. On the other hand, unresolved or
poorly handled conflicts often result in decreased morale,
increased absenteeism, high turnover, and diminished
organizational performance. Research also points to the importance
of training and leadership in conflict resolution to equip employees
and managers with the necessary skills to manage disputes
constructively. Ultimately, fostering a positive conflict
management culture within organizations is key to sustaining a
productive, engaged, and resilient workforce, thereby contributing
to overall organizational effectiveness and growth.
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