International Journal of Conflict Management

(The median citation count of International Journal of Conflict Management is 2. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-07-01 to 2024-07-01.)
Interpersonal conflict and counterproductive work behavior: the moderating roles of emotional intelligence and gender40
How and when intragroup relationship conflict leads to knowledge hiding: the roles of envy and trait competitiveness33
Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace33
The effects of conflict type and conflict expression intensity on conflict management23
Understanding the consequences of workplace incivility: the roles of emotional exhaustion, acceptability and political skill23
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals21
Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory21
Is abusive supervision always harmful toward creativity? Managing workplace stressors by promoting distributive and procedural justice21
Cultural influences on normative reactions to incivility: comparing individuals from South Korea and Spain17
A temporal study on subordinate’s response to destructive leadership: voice withdrawal as a conflict coping mechanism15
Negotiation complexity: a review and an integrative model15
Workplace incivility and its socio-demographic determinants in India15
Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda14
Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions14
The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry13
Investigating the mechanism linking task conflict with employees’ innovative work behavior12
Effects of power on negotiations: a comparison of collaborative versus competitive approach11
Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach11
Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem10
Does a family-supportive supervisor reduce the effect of work-family conflict on emotional exhaustion and turnover intentions? A moderated mediation model10
Helpful or hurtful? A study on the behavior choice of bystanders in the context of abusive supervision10
The buffering role of emotional intelligence in conflict transformation10
Work–family conflict, family well-being and organizational citizenship behavior: a moderated mediation model10
Articulated dissent and immediacy: a cross-national analysis of the effects of COVID-19 lockdowns9
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance9
Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence9
Relationship of abusive supervision and employees’ helping behaviors: moderated-mediation perspective9
Linkages between group level task conflict and individual level outcomes in non-routine technical jobs8
Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions8
Supervisees’ reactions to a concatenation of supervisors’ resource drain, ego depletion and abusive supervision8
Conflict between younger and older workers: an identity-based approach8
Perceived organizational politics and workplace gossip: the moderating role of compassion7
How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective7
Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior7
A cognitive process model of trust repair7
Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls7
Exploring conflicts between stakeholders in tourism industry. Citizen attitude toward peer-to-peer accommodation platforms7
Implicit-explicit power motives congruence and forgiveness in the workplace conflict: the mediating role of empathy6
Workplace incivility and bystanders’ helping intentions6
Workplace bullying and diffident silence: a moderated mediation model of shame and core self-evaluation6
Individual differences, job demands and job resources as boundary conditions for relations between experienced incivility and forms of instigated incivility5
Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance5
COVID-19 and health-care worker's combating approach: an exhausting job demand to satisfy5
Mapping societal trust and trust in negotiations5
Is conflict useful after all? A scenario experiment on the antecedents and consequences of task and relationship conflict in military settings5
All stressors are not bad: an affect-based model of role overload – the supervisor-level antecedent of abusive supervision5
Chinese international students and American domestic students’ intercultural communication in response to group criticism: collective face and discomfort feelings5
Disability and influence in job interviews4
Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?4
The determinants of abusive supervision4
Bottom-line pursuits invade your family: the spillover effect of supervisor bottom-line mentality on employee work-to-family conflict4
Minority dissent, social acceptance and conflict transformation in multiparty systems4
Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant context4
Surviving trust from conflict in the construction industry: an interaction between conflict handling behaviors, behavioral outcomes, conflict and trust4
How Rude! Linking supervisor incivility to subordinates’ discretionary work effort4
Family incivility and service delivery of frontline hotel employees: roles of negative rumination, psychological capital and perceived organisational support4
Direct and interaction effects of formal and informal institutions on interorganizational conflicts: evidence from Chinese firms4
Toward an event-oriented conceptualization of conflict: reflections on three decades of conflict research4
A bibliometric review of research on interorganizational conflicts in the construction industry: 1989-20213
Team autonomy, information exchange and team innovation performance: the moderating role of team conflict3
Service with a sense of belonging: navigating work–family conflict and emotional irritation in the service efforts of health professionals3
Resilient negotiators: the effects of trait negotiation resilience on behavior, perception and outcomes3
Victimizing innovative employees: joint roles of in-role behavior and task interdependence3
From a restless pillow to a ruffled mind: testing a moderated mediation model of off-the-job antecedents of abusive supervision3
Jokes and quarrels: a cross-cultural investigation of humor and conflict transformation in groups3
Conflict during the day keeps you unbalanced at night: a daily investigation of work task conflict, coworker support and work-family balance3
Having no negotiation power does not matter as long as you can think creatively: the moderating role of age3
Treating top management team conflicts through employee voice for reducing intentions to quit: moderating role of union instrumentality3
It’s not justice if it’s not for all: cross-level interaction of interactional justice differentiation and supervisory justice on psychological safety and conflict3
A role that takes its toll? The moderating role of leadership in role stress and exposure to workplace bullying3
Task conflict and team performance: roles of expertise disparity and functional background diversity3
Mapping terrorism in the academic landscape of business field of study: a bibliometric study of the past 30 years3
Escalation of relationship conflict into work disengagement: uncovering mediation mechanisms3
A qualitative study on the experiences and strategies used by French professional negotiators to detect deception2
Do you hear my accent? How nonnative English speakers experience conflictual conversations in the workplace2
Conflict with customers: the limits of social support and job autonomy in preventing burnout among customer service workers2
A mindfulness perspective on the link between abusive supervision climate and team conflict2
I am done now! Linking workplace incivility to job search behaviour and employee silence2
Investigating three-way interaction effect of transaction memory systems, task conflict and reward interdependence on team sensemaking2
Servant and authoritarian leadership, and leaders’ third-party conflict behavior in convents2
Justice in arbitration: the consumer perspective2
Conflict resolution practice in public procurement: evidence from Russia2
Does religiosity matter in the workplace? A moderated-mediated examination of abusive supervision, revenge and deviance2
Ripeness obscured: inductive lessons from Türkiye’s (transactional) mediation in the Russia–Ukraine war2
The calculus of peace and conflict: a contractualist perspective2
Sailing through silence: exploring how negative gossip leaves breeding grounds for quiet quitting in the workplace2
Why is a modest gentleman cruel and ruthless? A study on the dark side effect of humble leadership – from the perspective of low-status compensation theory2
The increase of counterproductive work behaviour from organizational and individual level due to workplace conflict: a sequential moderated mediation model2
Study on the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior2
When anger and happiness generate concessions: investigating counterpart’s culture and negotiation intentions2