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Interpersonal Conflict Resolution
0 references·16 citing·53 second hopsampled
Interpersonal Conflict Resolution (1975)Interpersonal Conflict ResolutionTeam Performance and Satisfaction: A Link to Cognitive Style Within a Process Framework (2001)Team Performance and Satisfac…Why Do They Do It Like This? (2000)Why Do They Do It Like This?Guanxi and Mientze: Conflict Resolution in Chinese Society (1997)Guanxi and Mientze: Conflict …MULTIPLE MEANINGS OF TRUST IN NEGOTIATION THEORY AND RESEARCH: A LITERATURE REVIEW AND INTEGRATIVE MODEL (1996)MULTIPLE MEANINGS OF TRUST IN…Affect in Dyadic Negotiation: A Model and Propositions (1996)Affect in Dyadic Negotiation:…User Participation, Conflict, and Conflict Resolution: The Mediating Roles of Influence (1994)User Participation, Conflict,…Cultural Styles of Conflict Management in Japanese and Americans: Passivity, Covertness, and Effectiveness of Strategies1 (1994)Cultural Styles of Conflict M…Agreeableness and activeness as components of conflict behaviors. (1994)Agreeableness and activeness …Perceptions of Conflict and Success in Information Systems Development Projects (1993)Perceptions of Conflict and S…Models of conflict, negotiation and third party intervention: A review and synthesis (1992)Models of conflict, negotiati…Influences of Context and Process on Project Planning Success (1990)Influences of Context and Pro…Interpersonal Conflict in Collaborative Writing: What We Can Learn from Gender Studies (1989)Interpersonal Conflict in Col…Resistance to yielding and the expectation of cooperative future interaction in negotiation (1984)Resistance to yielding and th…Accountability to constituents: A two-edged sword (1984)Accountability to constituent…The Process of Conflict Escalation and Roles of Third Parties (1982)The Process of Conflict Escal…Intergroup cooperation and intergroup attraction: The effect of previous interaction and outcome of combined effort (1977)Intergroup cooperation and in…Representing and Testing Organizational Theories: A Holistic Construal (1982)Power In and Around Organizations. 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  • 1992Models of conflict, negotiation and third party intervention: A review and synthesis326 cited
  • 1984Resistance to yielding and the expectation of cooperative future interaction in negotiation246 cited
  • 1996Affect in Dyadic Negotiation: A Model and Propositions245 cited
  • 1993Perceptions of Conflict and Success in Information Systems Development Projects226 cited
  • 1997Guanxi and Mientze: Conflict Resolution in Chinese Society209 cited
  • 1996MULTIPLE MEANINGS OF TRUST IN NEGOTIATION THEORY AND RESEARCH: A LITERATURE REVIEW AND INTEGRATIVE MODEL207 cited
  • 1984Accountability to constituents: A two-edged sword194 cited
  • 1994Agreeableness and activeness as components of conflict behaviors.191 cited
  • 1994Cultural Styles of Conflict Management in Japanese and Americans: Passivity, Covertness, and Effectiveness of Strategies1172 cited
  • 1982The Process of Conflict Escalation and Roles of Third Parties171 cited
  • 1994User Participation, Conflict, and Conflict Resolution: The Mediating Roles of Influence162 cited
  • 2000Why Do They Do It Like This?152 cited
  • 1977Intergroup cooperation and intergroup attraction: The effect of previous interaction and outcome of combined effort126 cited
  • 2001

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Team Performance and Satisfaction: A Link to Cognitive Style Within a Process Framework
92 cited
  • 1989Interpersonal Conflict in Collaborative Writing: What We Can Learn from Gender Studies65 cited
  • 1990Influences of Context and Process on Project Planning Success46 cited