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The lack of a clear conceptualization and operationalization of the construct of interpersonal conflict makes it difficult to compare the results of different studies and hinders the accumulation of knowledge in the conflict domain. Defining interpersonal conflict as a dynamic process that occurs between interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals, the present paper presents a two‐dimensional framework and a typology of interpersonal conflict that incorporates previous conceptualizations of the construct. The first dimension of the framework identifies three properties generally associated with conflict situations: disagreement, negative emotion, and interference. The framework's second dimension identifies two targets of interpersonal conflict encountered in organizational settings: task and interpersonal relationship. Based on this framework, the paper highlights several shortcomings of current conceptualizations and operationalizations of interpersonal conflict in the organizational literature, and provides suggestions for their remedy.

Several cognitive and behavioral aspects of communication in interpersonal conflict were hypothesized to be affected by one central process, which it the tendency for stress to reduce conceptual complexity during conflict. It was hypothesized that in poorly adjusted relationships, stress associated with conflict discussions decreases conceptual complexity, increases attributional bias, and decreases speech hesitation and productivity. These predictions were examined in a study of videotaped conflict discussions involving college roommates. The results provided modest evidence of relationships between relationship adjustment, attributions of blame, and the complexity of spontaneous communications. Further analyses indicated that three nonverbal indicators of stress were related to attributions of blame, communicative complexity, and speech productivity, thereby supporting the assumption that stress mediates cognitive and behavioral responses to conflict. Speech hesitation, on the other hand, was not related to stress and cognition in the manner we had assumed.

PurposeThe main research purposes of this paper are to: conceptualize Chinese conflict management behaviors as contingent on the hierarchical relations of conflict parties in an organizational context; and investigate individual characteristics as moderators in this contingency framework.Design/methodology/approachThis emic study consisted of two steps: using nine subject matter experts to develop conflict scenarios and conflict management strategies, and using this instrument to collect data from 704 actual employees across China. Multinomial logistic analysis was used to analyze respondents' choice of strategies.FindingsThe findings supported the hypotheses. Chinese role‐playing a supervisor in a conflict with their subordinate tended to use direct, assertive strategies to resolve the conflict, but the results depended on age, education, gender, region and work experience. As a subordinate in a conflict with their supervisor, Chinese chose indirect, harmony‐preserving strategies, particularly when they were older and more interaction adept. In a conflict with a peer, respondents used a broader spectrum of conflict management strategies, depending on their individual characteristics. No "best practices" were found or universal strategies adopted.Research limitations/implicationsThe limitations include the lack of random sampling and a scenario‐based method. The emic evidence for a contingency perspective of conflict resolution framework was provided. The conflict scenarios may be used in organizational training of conflict management.Originality/valueConflict scenarios and management strategies developed by local subject matter experts were used to evaluate Chinese workers' choices of conflict management strategies. The findings call for the re‐conceptualization of conflict management strategies as a contingent and culture‐specific construct.

AbstractThere is a growing consensus that (im)politeness is associated with participants' situated evaluations vis-à-vis the moral order (Haugh 2013a, 2015b; Kádár and Haugh 2013). This paper focuses on impoliteness as evaluative practices underpinned by the moral order ofqingmian(lit., affection-based face). Drawing on data from Chinese interpersonal conflicts, the study reveals that unmetrenqing(favor) expectations and unmetmianzi/lian(face) expectations are often evaluated asqingmianthreats by participants, and thereby cause conflicts and disharmony. Our analysis investigates three key issues: (1)qingmianthreat as the cause of interpersonal conflicts, (2) cultural factors influencing expectations associated with 'taking offence' in Chinese and (3) the implications ofqingmianthreat for (im)politeness theory at the etic level.