CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

484 Subject Index
Theory and research, gaps in, 259–261
applying escalation theory to
organizations, gaps in, 261
empirical research, gaps in, 259–260
theory development, gaps in,
260–261
Threat and in-group bias during an
intergroup merger, evidence
of, 390–392
U
Union-management conflict, 353
collective bargaining, 362–368
decentralized bargaining,
366–367
interest arbitration, 367–368
living contracts, 368
grievances and arbitration, 368–371
expedited arbitration, 370–371
high-involvement work systems,
371
historical context, 354
interests, 357–358
power, 354–355
rights, 355–357
managerial control of business
decisions, 371–376
corporate boards of directors,
374–375
international union
management conflict
resolution, 375–376
strategic partnerships, 372–374
organizing, 358–362
prerecognition negotiation,
361–362
corporate campaigns, 362
research directions, future,
377–378
W
What types of conflict follow from
diversity?, 419–420
When does diversity lead to the
perception of conflict?,
416–418
When might diversity-driven conflict
lead to positive outcomes, 420
Worker dignity and conflict, 71–73
Workplace aggression and related
constructs, defining, 212–218
current focus upon workplace
aggression, 217–218
“dark side of the workplace”
constructs and their
distinctions, summary of, 215
“dark side of the workplace”
constructs, conceptual
distinctions between, 215–217
“dark side of the workplace”
constructs, definitions of, 213
Workplace aggression, empirical
research on, 218–221
enacting workplace aggression,
predictors of, 218–220
outcomes of experiencing
workplace aggression,
220–221