International Journal of Conflict Management

(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 2020-05-01 to 2024-05-01.)
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 competitiveness31
Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace30
Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory21
The combined effect of perceived organizational injustice and perceived politics on deviant behaviors21
Is abusive supervision always harmful toward creativity? Managing workplace stressors by promoting distributive and procedural justice21
Understanding the consequences of workplace incivility: the roles of emotional exhaustion, acceptability and political skill20
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals19
The effects of conflict type and conflict expression intensity on conflict management19
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
Effects of CEO humility and relationship conflict on entrepreneurial performance15
Workplace incivility and its socio-demographic determinants in India14
Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions13
The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry12
Investigating the mechanism linking task conflict with employees’ innovative work behavior11
Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda11
Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach11
The vicious cycle of unfairness and conflict in teams10
Examining the relationships between face concerns and dissent10
Effects of power on negotiations: a comparison of collaborative versus competitive approach10
Work–family conflict, family well-being and organizational citizenship behavior: a moderated mediation model10
The buffering role of emotional intelligence in conflict transformation10
Helpful or hurtful? A study on the behavior choice of bystanders in the context of abusive supervision9
Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence9
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance9
Exploring the relationship between entrepreneurial failure and conflict between work and family from the conservation of resources perspective8
Does a family-supportive supervisor reduce the effect of work-family conflict on emotional exhaustion and turnover intentions? A moderated mediation model8
Relationship of abusive supervision and employees’ helping behaviors: moderated-mediation perspective8
Linkages between group level task conflict and individual level outcomes in non-routine technical jobs8
Conflict between younger and older workers: an identity-based approach8
Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem8
Articulated dissent and immediacy: a cross-national analysis of the effects of COVID-19 lockdowns8
Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls7
Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior7
Supervisees’ reactions to a concatenation of supervisors’ resource drain, ego depletion and abusive supervision7
How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective6
Despotic vs narcissistic leadership: differences in their relationship to emotional exhaustion and turnover intentions6
Perceived organizational politics and workplace gossip: the moderating role of compassion6
Exploring conflicts between stakeholders in tourism industry. Citizen attitude toward peer-to-peer accommodation platforms6
Implicit-explicit power motives congruence and forgiveness in the workplace conflict: the mediating role of empathy6
A cognitive process model of trust repair6
COVID-19 and health-care worker's combating approach: an exhausting job demand to satisfy5
Mapping societal trust and trust in negotiations5
Workplace incivility and bystanders’ helping intentions5
All stressors are not bad: an affect-based model of role overload – the supervisor-level antecedent of abusive supervision5
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