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Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales

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  • David Nash
  • Deborah Hann

Abstract

In this article, the authors examine the relationship between organizational strategy and the approach taken to conflict management using a large-scale survey of companies in Wales, a constituent part of the United Kingdom. They focus on conflicts among employees, an under-researched form of conflict, to examine which types of organizations adopt a more strategic approach to conflict management that aligns with broader HR objectives. They find that organizations with a unitarist, and often anti-union, orientation are more likely to make strategic choices about how they address conflict. Equally, the authors argue that some evidence suggests that organizations that take high-road approaches to HR are more likely to take an intentional approach to how they address conflict.

Suggested Citation

  • David Nash & Deborah Hann, 2020. "Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales," ILR Review, Cornell University, ILR School, vol. 73(2), pages 411-430, March.
    • Handle: RePEc:sae:ilrrev:v:73:y:2020:i:2:p:411-430
    DOI: 10.1177/0019793919874031
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    References listed on IDEAS

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    4. Paul Osterman, 1994. "How Common is Workplace Transformation and Who Adopts it?," ILR Review, Cornell University, ILR School, vol. 47(2), pages 173-188, January.
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    Cited by:

    1. Paulo Marzionna, 2023. "Is this workplace bullying? How ideas about conflict shape conflict management strategies," British Journal of Industrial Relations, London School of Economics, vol. 61(2), pages 366-391, June.

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