Multicriteria Classification with Unknown Categories: A Clustering–Sorting Approach and an Application to Conflict Management

This work proposes an approach to cluster and sort a set of alternatives considering multi‐criteria categories with a partial order structure. It can be considered a heuristic approach because it does not attempt to derive an optimal partial order among all conceivable clusters of alternatives. Rather than this, it intends to be a simple approach that is transparent to the Decision Maker (DM) whose assistance is sought to help shaping the results. The approach proposed arises from the conjugation of traditional Clustering analysis and Multi‐criteria sorting tools. At the outset, the number of categories and their characteristics is unknown. First, we need to detect only the clusters themselves on the basis of a similarity measure independent of the preferences of the DM. Next, we detect potential partial order relations that might exist between them, according to the subjective preferences of the DM. Such preferences are elicited only after the DM has examined the clusters detected and deemed that these categories made sense. The new approach performs very well in a real‐world problem of management of intragroup conflicts and conflict handling strategies. Copyright © 2012 John Wiley & Sons, Ltd.     

Let it be: expatriate couples' adjustment and the upside of avoiding conflicts

This research examines the moderating effect of conflict avoidance on the relationship between conflict and psychological adjustment among 45 expatriate couples at two points in time. We propose a model based on the actor–partner interdependence model, which assumes both intrapersonal and interpersonal effects, to address simultaneously the effects of one's own and the other's avoidance behavior. We found substantial support for our model, especially for expatriate spouses. As expected, and only for expatriate spouses, avoidance moderated the conflict–adjustment relationship such that both one's own and one's counterpart's avoidance behavior diminished the negative effect of conflicts. Because these effects were observed only at T2 and psychological adjustment decreased from T1 to T2, our research suggests that the impact of expatriation-associated interaction particularly manifests itself in the long run.     

Transitioning from the Battlefield to Home: An Innovative Program for Israeli Soldiers

Soldiers moving from the army to civilian life encounter significant challenges during this time of transition, both in Israel and internationally. Identifying this period of time as a critical one, the Peace of Mind program is an innovative intervention designed specifically to address the issues occurring therein. This unique model focuses on mental health and normalization of responses, as well as on the processing of traumatic experiences. It is based on the considerable experience at the Israel Center for the Treatment of Psychotrauma in the fields of resilience building and trauma treatment. After reviewing the literature on returning soldiers, the model is described and several vignettes are presented.     

Role salience and support as moderators of demand/conflict relationships in China

This study examined the effects of role demand on both work–family conflict and family–work conflict, and the moderating effects of role salience and support on these relationships. Based on 391 dual-career (managerial and blue-collar employees) couples from a Taiwanese company in China, the results of this survey study showed clear gender differences in the patterns of relationships observed. For men, the most important demands that negatively impacted on work–family conflict were frequency of overtime and frequency of socializing for work purposes (yingchou), and supervisory support buffered the negative impact of frequent overtime. For women however, strong supervisory support and low work role salience were more important for reducing work–family conflict, and there was no significant main effect found for any of the role demand factors. Furthermore, women with high work role salience were more likely to feel the impact of yingchou on work–family conflict. In the family domain, the most influential demand for men was hours spent on household tasks, but for women, it was the frequency of family-related leave. Interestingly, males reported higher family role salience than females and spouse support intensified rather than buffered the positive impact of hours spent on household tasks on family–work conflict for males.     

When bystanders become bothersome: The negative consequences of bystander conflict and the moderating role of resilience

Bystander conflict is a situation in which employees are hindered in their work by parties not involved in the primary process. Public service employees and emergency care workers, such as ambulance employees and firefighters, often encounter this kind of conflict with potentially far-reaching detrimental effects for public or patient safety. Unfortunately, until now, bystander conflict has hardly received scientific attention. In this paper, we will present the results of an experiment (Study 1) and a simulation study (Study 2). Taken together, the results indicate that bystander conflict is negatively related to the affective, behavioural, and cognitive outcomes of individuals. Higher levels of bystander conflict were associated with more negative and less positive feelings (Studies 1, 2), unfavourable bystander appraisals (Studies 1, 2), and lower levels of performance (Study 2). Additionally, Study 2 revealed that bystander conflict was negatively and indirectly related to positive affect and performance through cognitive capacity. We investigated the moderating role of resilience, in order to provide insight into potential factors alleviating these negative associations. In both studies, resilience alleviated the negative associations of bystander conflict. Overall, the results of the two studies provide a first step towards a theory on bystander conflict.     

The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

Angry at your boss: Who cares? Anger recognition and mediation effectiveness

The key to success for workplace mediators lies in establishing a relationship of understanding, empathy, and trust with the conflicting parties. Literature suggests that the recognition of parties’ emotions by the mediator is essential to obtain such a relation. Although anger is one of the most prevailing emotions in conflict, little is known about how parties react to the experience of anger recognition on the part of the mediator, how this affects their perceptions of mediation effectiveness, and whether this is moderated by the hierarchical position parties occupy. Drawing on theories of power, emotions, and conflict, this study tests the hypothesis that conflicting parties in workplace mediation who experience anger recognition on the part of the mediator perceive the mediation as more effective and that this is more so for subordinates than for supervisors. Data collected in real labour mediations support this. Implications for mediation theory and practice are discussed.     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

Intergroup retaliation and intra‐group praise gain: The effect of expected cooperation from the in‐group on intergroup vicarious retribution

Intergroup vicarious retribution is the phenomenon whereby, after an out‐group member attacks an in‐group member, a member of the victim's group retaliates against a member of the perpetrator's group. This study examined the effect of expected cooperation from the in‐group on intergroup vicarious retribution through intra‐group reputation based on praise gain and exclusion avoidance. In the experiment, we conducted a one‐on‐one match in which, after participants learned that an out‐group member (as the winner) had imposed a fine on an in‐group member (as the loser) in a previous round, winning participants were allowed to impose an arbitrary fine on the other losing out‐group member. As a result, participants imposed a larger fine on their out‐group member opponent in retaliation when they were expected by in‐group members to cooperate than when such cooperation was not expected. Furthermore, participants regarded a fine as intra‐group cooperation. Since a path analysis revealed a mediating effect of praise gain, but no mediating effect of exclusion avoidance, expected cooperation from in‐group members facilitated vicarious retribution because those involved in retribution sought praise from other in‐group members. These findings suggest that the intra‐group reputation dynamics of expected cooperation and praise gain escalate intergroup conflict.