CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

Subject Index 483
P
theoretical approaches, classic,
327–328
current practice, 323–326
dispute resolution systems,
purposes and effectiveness
measures, 326–327
individual outcome measures,
326–327
organizational outcomes, 326
process measures, 326
early practice, 322–323
multioption approach, the, 339–340
research directions and challenges,
future, 340–346
theoretical approaches and
empirical development on
ODR systems, recent, 330
developments, theoretical,
330–339
empirical research, recent,
337–339
Partnering, 426–428
Perceived control and conflict, 277
Personality and conflict, 274–277
control, locus of, 276
trait anger, 275
trait anxiety/negative affectivity,
274–275
Type A, 275–276
Postbureaucratic paradigm and
organizational harmony,
69–70
S
Social identity theory, 387–390
in-group bias during
organizational mergers,
389–390
status differentials and identitymanagement
strategies,
388–389
Social motives and team decision
making, 122–123
Social motives, antecedents of, 118–119
individual differences, 119–120
situational variables, 120–122
Sources of conflict and conflict
management, 34–36
cross-cultural variation in conflict
management, 34–35
Sources of workplace conflict across
levels of analysis, 8–23
cognitive consistency,
social validation, and
sociocognitive conflicts, 19–20
cross cultural variation in sources
of conflicts, 20–22
need for positive (social) identity,
14–19
ideological and value-related
conflicts, 14
self-esteem, ego-threat, and the
emergence of value-related
conflicts, 15–16
scarce resources and conflict of
interests, 8–14
mixtures of motives as
foundation of resource
conflicts, 9–10
social dilemmas, nested, 10–12
team games, 12–13
Status, legitimacy, and employee
responses to a merger,
392–396
Structural changes and persistent
escalation, 255–257
T
Team decision making, literature on,
130–140
moderators of the effects of social
motives on decision-making
processes and outcomes,
134–141
role of social motives in decision
making processes and
outcomes, 130–134