Ambiguity and conflict management strategy

Hana Ritov, Amos Drory

Research output: Contribution to journalArticlepeer-review

5 Scopus citations

Abstract

The effect of ambiguity is investigated with regard to the success of a venture on the initial choice of interpersonal conflict management strategy of the venture's initiator. In the experiments reported here, subjects were asked to imagine a hypothetical situation in which the decision-maker, in a capacity as an organization member, seeks the use of an organizational resource in order to initiate the venture. The conflict arises as another member of the organization also lays claim to the same resource. Subjects, taking on the role of the decision-maker, show more collaboration in managing the conflict when experts disagree about the probability of successful outcome of the venture. Similar inclinations are revealed when the possible long-term adverse consequences of the conflict are made explicit. These findings support the interpretation of ambiguity effect in terms of increased loss aversion due to personal responsibility.

Original languageEnglish
Pages (from-to)139-155
Number of pages17
JournalInternational Journal of Conflict Management
Volume7
Issue number2
DOIs
StatePublished - 1 Jan 1996

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