OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Conflict Management is 5. 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 2020-11-01 to 2024-11-01.)

Article	Citations
Interpersonal conflict and counterproductive work behavior: the moderating roles of emotional intelligence and gender	44
How and when intragroup relationship conflict leads to knowledge hiding: the roles of envy and trait competitiveness	37
Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace	34
The effects of conflict type and conflict expression intensity on conflict management	25
Understanding the consequences of workplace incivility: the roles of emotional exhaustion, acceptability and political skill	25
Is abusive supervision always harmful toward creativity? Managing workplace stressors by promoting distributive and procedural justice	22
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals	22
A temporal study on subordinate’s response to destructive leadership: voice withdrawal as a conflict coping mechanism	18
Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions	16
Negotiation complexity: a review and an integrative model	15
Workplace incivility and its socio-demographic determinants in India	15
The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry	15
Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda	14
Investigating the mechanism linking task conflict with employees’ innovative work behavior	13
Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions	12
Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach	12
Does a family-supportive supervisor reduce the effect of work-family conflict on emotional exhaustion and turnover intentions? A moderated mediation model	11
The buffering role of emotional intelligence in conflict transformation	11
Helpful or hurtful? A study on the behavior choice of bystanders in the context of abusive supervision	11
Articulated dissent and immediacy: a cross-national analysis of the effects of COVID-19 lockdowns	10
Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem	10
Work–family conflict, family well-being and organizational citizenship behavior: a moderated mediation model	10
Relationship of abusive supervision and employees’ helping behaviors: moderated-mediation perspective	10
Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence	9
Workplace incivility and bystanders’ helping intentions	8

Exploring conflicts between stakeholders in tourism industry. Citizen attitude toward peer-to-peer accommodation platforms	8
Perceived organizational politics and workplace gossip: the moderating role of compassion	7
How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective	7
Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior	7
Workplace bullying and diffident silence: a moderated mediation model of shame and core self-evaluation	7
Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls	7
Chinese international students and American domestic students’ intercultural communication in response to group criticism: collective face and discomfort feelings	7
Implicit-explicit power motives congruence and forgiveness in the workplace conflict: the mediating role of empathy	6
Individual differences, job demands and job resources as boundary conditions for relations between experienced incivility and forms of instigated incivility	6
Task conflict and team performance: roles of expertise disparity and functional background diversity	6
All stressors are not bad: an affect-based model of role overload – the supervisor-level antecedent of abusive supervision	6
How Rude! Linking supervisor incivility to subordinates’ discretionary work effort	6
Minority dissent, social acceptance and conflict transformation in multiparty systems	6
The determinants of abusive supervision	6
Is conflict useful after all? A scenario experiment on the antecedents and consequences of task and relationship conflict in military settings	5
Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance	5
COVID-19 and health-care worker's combating approach: an exhausting job demand to satisfy	5
Mapping societal trust and trust in negotiations	5
Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant context	5
Treating top management team conflicts through employee voice for reducing intentions to quit: moderating role of union instrumentality	5