Husemann, K., Ladstaetter, F., & Leudicke, M. (2015). Conflict culture and conflict management in consumption companies. Psychology and Marketing, 32(3), 265-284.
The selected study focuses on the investigation of conflict culture that emerges in consumption companies. The researchers assume that conflict management is an integral element in the functioning of any company as there is a basis for the appearance of problematic situations. However, the focus on the cultivation of a specific conflict culture might help to resolve problems and create the ground for improved functioning. Using the empirical approach supported by observations of the Premium Cola consumption community, Husemann et al. (2015) come to the conclusion that there are two elements of conflict culture, such as formal and informal. The correct identification of these aspects and the selection or generation of appropriate behaviors contribute to better outcomes, although there can be a lack of understanding of the nature of conflict situations and their impact on the development of the company.
Lipsky, D., & Avgar, A., (2010). The conflict over conflict management. Dispute Resolution Journal, 65, 11-43.
The given work delves into the existing approaches to conflict management and investigates the opposing views on the problem. Lipsky and Avgar (2010) state that there are progressive and traditional views on the issue, with the second one presupposing the responsibility of managers for successful conflict resolution. However, the researchers assume a need to move from a universal or “one-size fits all” approach because of the diversity of existing organizations (Lipsky & Avgar, 2010, p. 43). That is why there is a critical requirement for the diversification of conflict management practices to deal will all current needs and consider the culture within an organization, as it will guarantee positive outcomes.
Schulze, A., Stade, C., & Netzel, K. (2014). Conflict and conflict management in innovation process in the life sciences. Creativity and Innovation Management, 23(1), 57-75.
The proposed study focuses on the investigation of a conflict management model and the effect of conflict type and management style on innovation performance. Schulze et al. (2014) offer several hypotheses revolving around the idea that problem solving and obliging conflict management is linked to innovation performance and to the quality of problem solution. Another assumption states that dominating and avoiding conflict management can be negatively related to innovation performance and quality problem solution (Schulze et al., 2014). Having conducted a survey of 152 researchers, the researchers conclude that the dominating style is related to project newness, while problem solving is not the most effective conflict resolution style as it was expected. For this reason, there is a need for further investigation in the area to improve managers’ understanding of the appropriate methodology demanded in different situations.
Summary
Analyzing the given article, it is possible to admit that they all revolve around the problem of conflict resolution and the effectiveness of methods that can be used to improve relations in different collectives or companies. All authors accept the idea that peculiarities of the organization are vital for the achievement of the final goal and minimization of conflicts and their negative impact on functioning. Husemann et al. (2015) emphasize the importance of existing conflict culture, which is linked to experiences of stuff, while Schulze et al. (2014) and Lipsky and Avgar (2010) promote the need for the utilization of innovative practices which consider the diversity in organizations and rest on the current requirements of all parties involved in the problem. In such a way, all articles are linked to the theme of conflicts and how they can be managed in modern organizations in terms of extreme diversity. The authors’ focus on the problem demonstrates its critical importance for the sphere of management, as unresolved issues might deteriorate outcomes and prevent organizations from achieving their current goals.
Reference List
Husemann, K., Ladstaetter, F., & Leudicke, M. (2015). Conflict culture and conflict management in consumption companies. Psychology and Marketing, 32(3), 265-284.
Lipsky, D., & Avgar, A., (2010). The conflict over conflict management. Dispute Resolution Journal, 65, 11-43.
Schulze, A., Stade, C., & Netzel, K. (2014). Conflict and conflict management in innovation process in the life sciences. Creativity and Innovation Management, 23(1), 57-75.