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NCMR Vol. 10, No. 2 in Press

Negotiation and Conflict Management Research
© The International Association for Conflict Management (IACM) and Wiley Periodicals, Inc.

Michael A. Gross, Editor-in-Chief
Colorado State University

NCMR Volume 10, Issue 2
May 2017
Now Online


When Is Anger Helpful or Hurtful? Status and Role Impact on Anger Expression and Outcomes

Ronda Roberts Callister1, Deanna Geddes2, and Donald F. Gibson3

1 – Department of Management, Utah State University, Logan, UT, U.S.A.
2 – Department of Human Resource Management, Temple University, Philadelphia, PA, U.S.A.
3 – Fairfield University, Fairfield, CT, U.S.A.


Anger expressers and targets often experience anger as an unpleasant and potentially damaging emotion. However, emerging social functional perspectives on workplace anger suggest that anger expressions can promote valued dialogue, facilitating the airing of differences that can lead to improved working relationship and movement toward organizational goals and beneficial change. While supervisors typically express work-related anger with impunity, subordinate anger may be challenged and sanctioned more frequently. Hypotheses tested status (supervisor vs. subordinate) and role (expresser vs. target) effects on perceived outcomes. Findings indicate a significant main effect for status and significant interaction with role such that subordinates who are targets of supervisor anger, reported significantly more negative outcomes from anger expression than any other type of anger interaction. We also found that existing strong relationships between supervisors and subordinates contribute to outcomes that are more favorable following anger expressions at work.

Navigating Stigma and Group Conflict: Group Identification as a Cause and Consequence of Self-Labeling

Jennifer Whitson1, Eric M. Anicich2, Cynthia S. Wang3, and Adam D. Galinsky4

1 – UCLA Anderson School of Management, Los Angeles, CA, U.S.A.
2 – University of Southern California, Los Angeles, CA, U.S.A.
3 – Oklahoma State University, Stillwater, OK, U.S.A.
4 – Columbia University, New York, NY, U.S.A.


A crucial element of navigating group conflict is how group members manage stigma imposed on them by other groups. Across three experiments, we propose that group identification is a cause and consequence of self-labeling with stigmatizing group labels, a practice known to reduce stigma. Experiment 1 found that group identification increased self-labeling with a stigmatizing group label. In Experiment 2, individuals who self-labeled with a stigmatizing group label felt more identified with their group, which reduced the label’s perceived negativity; they also persisted longer on an in-group helping task, an effect that was partially mediated by group identification. In Experiment 3, observers perceived self-labelers as more identified with their group and as viewing the label less negatively; perceived group identification mediated the relationship. Group identification is a critical component in reappropriating stigmatizing labels and provides insight into how highly identified members can navigate group conflict by negotiating their group’s identity.

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision-Making

Ana Belén García1, Lourdes Munduate2, Patricia Elgoibar3, Hein Wendt4, and Martin Euwema1

1 – University of Leuven, Belgium
2 – University of Seville, Spain
3 – University of Barcelona, Spain
4 – Korn Ferry Institute, The Netherlands


Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision-making. The objectives of this article were to investigate the relation between perceived competences of ERs and their influence on organizational decision-making in different types of issues, and the mediating effect of ERs’ conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modeling. Results show that perceived competences are positively related to the influence of ERs on decision-making, both for traditional and for innovative issues. Perceived competence is positively related to cooperative and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.

Lessons Learned from Working with Roy J. Lewicki

Edward C. Tomlinson1, Beth Polin2, Barbara Gray3, and Bruce Barry4

1 – West Virginia University, Morgantown, WV, U.S.A.
2 – Eastern Kentucky University, Richmond, KY, U.S.A.
3 – Pennsylvania State University, State College, PA, U.S.A.
4 – Vanderbilt University, Nashville, TN, U.S.A.


This article includes four essays in tribute to our colleague, Roy J. Lewicki, recipient of the International Association for Conflict Management 2013 Lifetime Achievement Award. Although he has made many contributions to the conflict and negotiation literature, we focus in particular on our experiences in collaborating with him on his research on leader influence on subordinate discretionary behavior, interpersonal trust, framing in environmental conflicts, and negotiation pedagogy. Each essay describes key lessons we learned from Roy. The end of the article features a closing commentary by Roy.

Conflict and Culture Across Time and Space: Work and Legacy of Evert van de Vliert

Carsten K. W. De Dreu1, Esther S. Kluwer2, Martin S. Euwema3, and Gerben S. Van der Vegt4

1 – Leiden University, Leiden, The Netherlands
2 – Utrecht University, Utrecht, The Netherlands
3 – Leuven University, Leuven, Belgium
4 – University of Groningen, Groningen, The Netherlands


Four former PhD students reflect on the work and legacy of their mentor Evert van de Vliert, emeritus professor at the University of Groningen in the Netherlands, and recipient of the 2005 Lifetime Achievement Award of the International Association for Conflict Management (IACM). We review two major contributions pioneered by Van de Vliert: theory on the cognitive, motivational, and affective underpinnings of interpersonal conflict management in private and professional settings and theory on the climato-economic underpinnings of human cultural institutions and behavioral biases. In addition, we share personal anecdotes from our time as PhD students and collaborators of Evert van de Vliert. Throughout we touch on lessons learned for doing science and mentoring the next generation.


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