A Test of the Motivations Underlying Choice of Conflict Strategies in the Dual‐concern Model

Abstract

Dual-concern models suggest that "concern about self and "concern about other" motivate individuals to choose conflict-handling strategies. We test those assumptions with a study of the cognitions associated with the choice of conflict strategies. Consistent with dual-concern model conceptualizations, regression analyses that account for up to 41% of variance indicate that concern about self and concern about other are significantly associated with dominating and obliging strategies. However, predicted interactions between concern about self and concern about other and avoiding, compromising, and integrating strategies are not consistent with conceptualizations in dual-concern models. Results from this study suggest the need for a conflict-handling model with dimensions that account for more of the variance in the choices to avoid, compromise, and integrate.

An Examination between the Relationship of Conflict Management Styles and Employees’ Satisfaction with Supervision

“…Van de Vliert, Euwema, and Huismans, 1995;Van de Vliert, 1997;Rahim and Buntzman, 1989;Gross and Guerrero, 2000) have stated that dominating style which is derived from control over negative or punishing outcomes for others does not appear to be a suitable style for dealing with subordinates. It is negatively related with concern for the other party which will usually not improve the relationship (Sorenson, Morse and Savage, 1999). The traditionalists believed that dominating is ineffective and can lead to conflict of social interaction.…”

An exploratory study of buyers’ participation intentions in reputation systems: The relationship quality perspective

“…Based on Blake and Mouton's model, other two-dimensional models have been developed to explain the choice of different conflict styles when confronted with interpersonal conflicts [30,50,51,63]. In these models, researchers-despite having given different names to the dimensions-agree that conflict handling choice is based on two dimensions: ''concern for self'' and ''concern for others'' [61]. Five conflict handling styles have been developed from these two dimensions [61]: ''competing (high concern for self and low concern for others); collaborating (high concern for both self and others); compromising (moderate concern for both self and others); accommodating (low concern for self and high concern for others); and avoiding (low concern for self and for others)''.…”

“…In these models, researchers-despite having given different names to the dimensions-agree that conflict handling choice is based on two dimensions: ''concern for self'' and ''concern for others'' [61]. Five conflict handling styles have been developed from these two dimensions [61]: ''competing (high concern for self and low concern for others); collaborating (high concern for both self and others); compromising (moderate concern for both self and others); accommodating (low concern for self and high concern for others); and avoiding (low concern for self and for others)''. Under this framework, when determining styles of cognition and thinking it is crucial to understand how people respond to conflict.…”

Superior-subordinate Conflict Management Styles an Empirical Study of Malaysian Companies

“…Van de Vliert, Euwema, & Huismans, 1995;Van de Vliert, 1997;Rahim & Buntzman, 1989;Gross & Guerrero, 2000) have stated that dominating style which is derived from control over negative or punishing outcomes for others does not appear to be a suitable style for dealing with subordinates. It is negatively related with concern for the other party which will usually not improve the relationship (Sorenson, Morse & Savage, 1999). The traditionalists believed that dominating is ineffective and can lead to conflict of social interaction.…”