The State of Art: Trust and Conflict Management in Organizational Industrial Relations

García, Ana M. García; Pender, Erica Romero; Elgoibar, Patricia

doi:10.1007/978-3-319-31475-4_3

Cited by 9 publications

(8 citation statements)

References 83 publications

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“…Research on conflict behavior by ERs is scarce (García, Pender, & Elgoibar, ). A recent study by Elgoibar, Munduate, and Euwema () among Spanish ERs showed a high use of the combination of integrating and forcing conflict behavior.…”

Section: Introductionmentioning

confidence: 99%

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

García

Munduate

Elgoibar

et al. 2017

Negotiation Conflict Man Res

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Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision making. The objectives of this paper are to investigate the relation between perceived competences of ERs and their influence on organizational decision-making in different types of issues, and the mediating effect of ERs' conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modelling. Results show that perceived competences are positively related to the influence of ERs on decision-making, both for traditional and for innovative issues.Perceived competence is positively related to cooperative, and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.

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Section: Introductionmentioning

confidence: 99%

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

García

Munduate

Elgoibar

et al. 2017

Negotiation Conflict Man Res

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“…Therefore, this study yields empirical evidence about the unique set of cognitive, emotional, and behavioral responses involved in conflict situations (García et al, 2016 ; Alvarado-Alvarez et al, 2020 ). The general picture emerging from the results indicates that trust and shared vision play a relevant role in the constructive conflict management of family firms, and they are deeply ingrained as elements of constructive conflict management.…”

Section: Discussionmentioning

confidence: 77%

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

et al. 2021

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Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.

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“…Given these more covert causes of conflict, another approach by third parties is needed. Not only focused on the overt content, however on the root-causes (Elgoibar, García, Pender, & Elgoibar, 2016). Therefore, the classification of collective labor conflict deserves extension, towards 'soft' factors, as trust, communication, competences.…”

Section: Collective (Labor) Conflicts In Organizationsmentioning

confidence: 99%

From Intervention to Prevention in Collective Labor Conflicts

Euwema

García

Pender

et al. 2019

Industrial Relations &Amp; Conflict Management

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This volume presents studies on the practices of third party intervention in many parts of the world. Firstly, twelve European union member states are investigated, and this is followed by contributions on Australia, China, India, USA and South Africa. Together, these chapters cover large parts of the industrialized economies. In this chapter we take stock, analyze some global tendencies and present suggestions for further development of the field. Developments both at the level of societies and regulations, mediation practices, as well as research. Collective labor conflicts are an inevitable part of organizational life, and also of industrial relations. The recognition of different interests between employers and employees has been a cornerstone of the development of these industrial relations, including the development of third party support in the management of collective conflicts (

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The State of Art: Trust and Conflict Management in Organizational Industrial Relations

Cited by 9 publications

References 83 publications

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

From Intervention to Prevention in Collective Labor Conflicts

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