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Navigating conflict and power at work: the effects of power and interdependence asymmetries on conflict in organizations
Author(s) -
Coleman Peter T.,
Kugler Katharina G.,
Mitchinson Adam,
Foster Chris
Publication year - 2013
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/jasp.12150
Subject(s) - power (physics) , situated , social psychology , work (physics) , social conflict , psychology , role conflict , organizational conflict , conflict resolution research , conflict avoidance , face (sociological concept) , conflict resolution , conflict management , sociology , political science , computer science , social science , politics , mechanical engineering , physics , quantum mechanics , artificial intelligence , law , engineering
Many of the most difficult conflicts people face at work are up and down; with bosses, supervisors, and important clients, or with direct reports, staff, or other employees who differ from them in terms of their power and interests. However, much of the research on power differences and conflict tends to be piecemeal, decontextualized, and focused on negative consequences. This paper presents 2 studies that investigated a new situated model of conflict and power at work. They build on classic areas of research on social conflict, power, and interdependence; and integrate them into a coherent framework for organizational conflict research. The study methods and findings are presented, and their implications for research on work conflict are discussed.