International Journal of Conflict Management

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 2020-09-01 to 2024-09-01.)
ArticleCitations
Interpersonal conflict and counterproductive work behavior: the moderating roles of emotional intelligence and gender44
How and when intragroup relationship conflict leads to knowledge hiding: the roles of envy and trait competitiveness35
Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace34
Understanding the consequences of workplace incivility: the roles of emotional exhaustion, acceptability and political skill25
The effects of conflict type and conflict expression intensity on conflict management24
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals22
Is abusive supervision always harmful toward creativity? Managing workplace stressors by promoting distributive and procedural justice22
A temporal study on subordinate’s response to destructive leadership: voice withdrawal as a conflict coping mechanism18
Cultural influences on normative reactions to incivility: comparing individuals from South Korea and Spain18
Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions16
Negotiation complexity: a review and an integrative model15
Workplace incivility and its socio-demographic determinants in India15
The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry15
Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda14
Investigating the mechanism linking task conflict with employees’ innovative work behavior13
Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach12
Does a family-supportive supervisor reduce the effect of work-family conflict on emotional exhaustion and turnover intentions? A moderated mediation model11
The buffering role of emotional intelligence in conflict transformation11
Helpful or hurtful? A study on the behavior choice of bystanders in the context of abusive supervision11
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance10
Work–family conflict, family well-being and organizational citizenship behavior: a moderated mediation model10
Relationship of abusive supervision and employees’ helping behaviors: moderated-mediation perspective10
Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions10
Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem10
Articulated dissent and immediacy: a cross-national analysis of the effects of COVID-19 lockdowns10
Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence9
A cognitive process model of trust repair8
Workplace incivility and bystanders’ helping intentions8
Exploring conflicts between stakeholders in tourism industry. Citizen attitude toward peer-to-peer accommodation platforms8
Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls7
Chinese international students and American domestic students’ intercultural communication in response to group criticism: collective face and discomfort feelings7
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
Workplace bullying and diffident silence: a moderated mediation model of shame and core self-evaluation7
Implicit-explicit power motives congruence and forgiveness in the workplace conflict: the mediating role of empathy6
The determinants of abusive supervision6
Minority dissent, social acceptance and conflict transformation in multiparty systems6
How Rude! Linking supervisor incivility to subordinates’ discretionary work effort6
All stressors are not bad: an affect-based model of role overload – the supervisor-level antecedent of abusive supervision6
COVID-19 and health-care worker's combating approach: an exhausting job demand to satisfy5
Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance5
Is conflict useful after all? A scenario experiment on the antecedents and consequences of task and relationship conflict in military settings5
Individual differences, job demands and job resources as boundary conditions for relations between experienced incivility and forms of instigated incivility5
Mapping societal trust and trust in negotiations5
Dish the dirt! Dual effects of workplace gossip patterns in linking coworker friendship with incivility in the restaurant context5
Treating top management team conflicts through employee voice for reducing intentions to quit: moderating role of union instrumentality5
Task conflict and team performance: roles of expertise disparity and functional background diversity5
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