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Advancing Dispute Resolution by Understanding the Sources of Conflict: Toward an Integrated Framework

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  • John W. Budd
  • Alexander J. S. Colvin
  • Dionne Pohler

Abstract

Organizational leaders, public policymakers, dispute resolution professionals, and scholars have developed diverse methods for resolving workplace conflict. But inadequate recognition has been given to the idea that the effectiveness of a dispute resolution method depends on its fit with the source of a particular conflict. Consequently, it is essential to better understand where conflict comes from and how this affects dispute resolution. To these ends, this article uniquely integrates scholarship from multiple disciplines to develop a multidimensional framework to conceptualize the sources of conflict. This framework provides an important foundation for theorizing and identifying effective dispute resolution methods. Such methods are increasingly important as the changing world of work raises new issues, conflicts, and institutions.

Suggested Citation

  • John W. Budd & Alexander J. S. Colvin & Dionne Pohler, 2020. "Advancing Dispute Resolution by Understanding the Sources of Conflict: Toward an Integrated Framework," ILR Review, Cornell University, ILR School, vol. 73(2), pages 254-280, March.
    • Handle: RePEc:sae:ilrrev:v:73:y:2020:i:2:p:254-280
    DOI: 10.1177/0019793919866817
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    References listed on IDEAS

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    3. Daniel Kahneman, 2003. "Maps of Bounded Rationality: Psychology for Behavioral Economics," American Economic Review, American Economic Association, vol. 93(5), pages 1449-1475, December.
    4. Sarah Kaplan, 2008. "Framing Contests: Strategy Making Under Uncertainty," Organization Science, INFORMS, vol. 19(5), pages 729-752, October.
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    Cited by:

    1. Christine A. Riordan & Alexander M. Kowalski, 2021. "From Bread and Roses to #MeToo: Multiplicity, Distance, and the Changing Dynamics of Conflict in IR Theory," ILR Review, Cornell University, ILR School, vol. 74(3), pages 580-606, May.

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