CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

Subject Index 481
H
findings on negotiation research,
summary of, 128–129
moderators of the effects of social
motives on negotiation
processes and outcomes,
125–128
role of social motives in negotiation
processes and outcomes,
123–125
Hawthorne experiments and human
relations, the, 62–65
human relations theory, 63
relationship between human
needs and management
theory, 63
How might diversity-driven conflicts
best be resolved?, 420–421
I
Impact of conflict on organizational
effectiveness, 279–281
limitations and future research
directions, 281–282
Informal conflict resolution,
292–301
Elangovan’s prescriptive model,
296–300
future research needs and critical
omissions, 300–301
managerial conflict resolution,
293–296
social psychological tradition, the,
292–293
Intergroup dynamics over time,
396–397
Interpersonal conflict and strains,
271–274
Interpersonal conflict and the job
stress model, 269–270
Interpersonal conflict at work,
prevalence of, 277–279
J
Justice concerns and identification
processes, 397–398
L
Longitudinal investigation of status,
fairness, and identification
over the course of a merger,
398–405
participants’ agreement on the
respective status position of
premerger organization, 401
social identity and integration
of new identities into self,
changes in, 404–405
M
Mediator behavior and strategy,
301–310
future research needs and critical
omissions, 309–310
mediation, models of, 301–303
mediator strategy, 303–309
dispute intervention goals of the
manager, 307
dispute, intensity of the, 307
issue, importance of the, 308–309
managerial intervention, 306
third party, hierarchical
positioning of the, 309
time constraints, 307–308
Microfoundations of organizational
conflict, 70–71
Model comparing the effects of
heterogeneity on faultlines
and conflict, 189–197
faultline activation, 198–199
group and organizational culture,
199–201
informational heterogeneity,
faultlines, and process
conflict, 196–197