Purpose-Seeks to evaluate the link between task and relationship conflict, and their influence on some employees' affective reactions such as satisfaction, wellbeing, and propensity to leave a job; and to analyse the mediated and moderated role of relationship conflict. Design/methodology/approach-The study involved 169 employees from six service organizations (hotels) in Andalusia (Spain). A questionnaire was used containing different measures: task and relationship conflict, wellbeing, job satisfaction, and propensity to leave the job. Findings-The two types of conflict have different consequences. Data show that relationship conflict is negatively associated with affective reactions, while task conflict does not relate directly to affective reactions in a predictable way; relationship conflict has a positive influence on the desire to leave the current job, while task conflict does not affect it negatively; the interactive effect of relationships and task conflict shows that this interaction contributes substantially to predict the propensity to leave the current job; and relationship conflict mediates in the link between task conflict and affective reactions. Research limitations/implications-A high level of task conflict may backfire by boosting relationship conflict as well, thus having a negative effect on affective reactions. Thus some conclusions can be drawn with a view to improving conflict management in teams. First an attempt must be made to understand the type of conflict that is taking place. Second, managers should encourage open discussion of task-related issues. Third, special attention should be paid to the level of each conflict because of its interactive effects on some affective outcomes. Thus, in spite of the generally beneficial effects associated with task conflict, the intensification of task-related conflict may backfire when interacting with dysfunctional affective-dissent. Originality/value-Serves too analyze the mediated and moderated role of relationship conflict and to test the role of types of conflict on affective reactions such as wellbeing and propensity to leave the job. Keywords Conflict, Organizational conflict, Job satisfaction, Spain Paper type Research paper One of the most outstanding aspects of conflict is that it is practically intrinsic to the life and dynamics of teams. Conflict is present in interpersonal relations (Pruitt and Carnevale, 1993), in intragroup and intergroup relations (Jehn, 1995), in strategic decision-making (Amason, 1996

In a context of organizational change this article analyses supervisors' positions and personal power bases and the influence they have on the co-operative behaviour and organizational commitment of their subordinates. Data were collected from a sample of 78 subjects who had at least one year's full-time work experience. A structural model was tested and the main group of results showed that supervisors' reward and expert power bases were positively associated with their referent power bases, which influenced their subordinates' co-operative behaviour and organizational commitment. The implications for managerial practices are discussed.

This study analyzed style of handling an escalated conflict in a computer-mediated negotiation context. Literature focusing on negotiation and media evidenced two contradictory perspectives. One of them asserted that negotiators are less integrative when interacting in a computer-mediated context. The other perspective affirmed that a barrier in the communication enhances integrativeness. These contrary perspectives motivated the present study. In a computer-mediated negotiation setting a confederate escalated the conflict with the participants in a standardized way. Interactions were recorded and two groups of coders assessed the use of avoiding, compromising, problem solving, accommodating, and forcing. Results showed a higher use of avoiding and a decrease in forcing behavior along the computer-mediated interaction. Results from revised literature regarding face-to-face context show a different pattern consisting of an increase in forcing behavior and compromising along the encounter. Practical implications of results are discussed.

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