The present research suggests that the management

The gap

Evidence profile

Stated in the future work and inline gaps and recommendations sections of the source papers, classified as general, drawn from work published between 1975 and 1981, spanning 2 journals.

Supporting evidence — 3 representative gaps

• Organizational role conflict: Its antecedents and consequences (1976) · Organizational Behavior and Human Performance · doi

  While these results contribute to an understanding of the structure of relationships linking conflict with plausible organizational antecedents and individual consequences, future research should focus on the determination of causality which was assumed in the linkages specified in the model. Additional work is also needed to be able to specify individual differences in sensitivity to role requirements which are high in conflict potential and in coping ability under conditions of role conflict. The effectiveness of various managerial strategies to reduce specific types of experienced conflict should be investigated. Those mentioned in this study are suggestive only. These research suggestions would appear to be critical because this study has shown that individuals with the greatest levels of conflict occupy roles which are crucial for organizational adaptation and survival. They include the intra and interorganizational boundary spanner and the high level manager, both of which assume greater significance in an era of increasing environmental turbulence.

  generalstated in future workevidence 5/5
  Keywords: conflict organizational individual role high contribute understanding structure relationships linking plausible antecedents consequences future focus
• Impact of topic and source of disagreement on conflict management (1975) · Organizational Behavior and Human Performance · doi

  Although the present research suggests that the management of inter- personal conflict is shaped by the topic and source of disagreement as well as by an individual's response preferences, the importance of these variables needs to be examined within the context of the culture of the organization.

  generalstated in inline gapsevidence 5/5
  Keywords: present suggests management inter personal conflict shaped topic source disagreement well individual response preferences importance
• The Effects of Sex Differences on the Preference for Utilization of Conflict Styles of Managers in a Work Setting: An Exploratory Study (1981) · Public Personnel Management · doi

  As a result of this study, suggestions that male and female managers respond differently to conflict situations are called into question. In this research, conflict has been perceived as an inevitable part of the organizational setting and the management of conflict as a necessary activity for the manager whether male or female. However, even though this exploratory study strongly suggests no differences in the responses to conflict of male and female managers, additional research in the work setting to understand conflict behaviors of male and female managers is recommended. While the rank order preferences for conflict styles were identical for males and females in all contextual situations, this research did not attempt either to assess the appropriateness of these orders or the underlying rationale for the changes in rank orders among situational contexts. Further research into the appropriateness of rank orders for both males and females has partic ular merit. Conflict style choices in specific interactional patterns were also not examined in the study. Although the research tentatively established numerous similarities between male and female managers, important questions of conflict style choices of managers with same sex and opposite sex others remain unanswered. Additional variables of age, tenure with the organization, and education, studied in combination with gender, may be of interest in future work. In addition to the question of conflict style choice in specific interactional situations, consid eration of how attribution of conflict styles to same sex and opposite sex others corresponds to conflict style preference may be important. Differences between attribution of conflict style and conflict sty le preference may explain some of the diverse findings in male/female conflict research. Research findings which support behavior differences in conflict between males and females may have limited applicability to the professional manager unless the site of the research is the work setting or the simulation is of considerably longer duration than that currently reported in the literature. While the present study suggested no differences in conflict style preferences of male and female managers, additional research in the work setting is recommended to more

  generalstated in recommendationsevidence 5/5
  Keywords: conflict male female managers style setting differences situations additional rank males females orders question manager

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