Skip to Main Content
Close
Journals
Books
Case Studies
Collections
Open Access
Citation Manager
Journals
Books
Case Studies
Collections
Open Access
Citation Manager
Search Dropdown Menu
header search
search input
Search input auto suggest
filter your search
All Content
All Journals
International Journal of Conflict Management
Search
Advanced Search
Cart
User Tools Dropdown
Cart
Register
Sign In
Open Menu
International Journal of Conflict Management
Toggle Menu
Menu
Journal Home
Issues
About this Journal
Open External Link
Earlycite Articles
Issues
Select Year
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
1990
Issue
1 January - Volume 14, Issue 1, Pages 1 - 73
1 February - Volume 14, Issue 2, Pages 75 - 163
1 March - Volume 14, Issue 3-4, Pages 167 - 317
Volume 14, Issue 3-4
1 March 2003
All Issues
Cover Image
Cover Image
ISSN
1044-4068
EISSN
1758-8545
Close navigation menu
Issue Navigation
THE PROMISE OF AN INTERACTION‐BASED APPROACH TO NEGOTIATION
William A. Donohue
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for THE PROMISE OF AN INTERACTION‐BASED APPROACH TO NEGOTIATION
LINKING MICRO AND MACRO‐LEVEL PROCESSES: INTERACTION ANALYSIS IN CONTEXT
Daniel Druckman
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for LINKING MICRO AND MACRO‐LEVEL PROCESSES: INTERACTION ANALYSIS IN CONTEXT
PHASES, TRANSITIONS AND INTERRUPTIONS: MODELING PROCESSES IN MULTI‐PARTY NEGOTIATIONS
Mara Olekalns
;
Jeanne M. Brett
;
Laurie R. Weingart
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for PHASES, TRANSITIONS AND INTERRUPTIONS: MODELING PROCESSES IN MULTI‐PARTY NEGOTIATIONS
FOUNDATIONS AND EVIDENCE FOR AN INTERACTION‐BASED FLICT NEGOTIATION
Paul J. Taylor
;
Ian Donald
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for FOUNDATIONS AND EVIDENCE FOR AN INTERACTION‐BASED FLICT NEGOTIATION
SOCIAL MOTIVES IN NEGOTIATION: THE RELATIONSHIPS BETWEEN DYAD COMPOSITION, NEGOTIATION PROCESSES AND OUTCOMES
Mara Olekalns
;
Philip L. Smith
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for SOCIAL MOTIVES IN NEGOTIATION: THE RELATIONSHIPS BETWEEN DYAD COMPOSITION, NEGOTIATION PROCESSES AND OUTCOMES
A COMMUNICATION AND CULTURAL CODES APPROACH TO ETHNONATIONAL CONFLICT
Donald G. Ellis
;
Ifat Maoz
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for A COMMUNICATION AND CULTURAL CODES APPROACH TO ETHNONATIONAL CONFLICT
INTEGRATIVE SEQUENCES AND NEGOTIATION OUTCOME IN SAME‐ AND MIXED‐CULTURE NEGOTIATIONS
Wendi L. Adair
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for INTEGRATIVE SEQUENCES AND NEGOTIATION OUTCOME IN SAME‐ AND MIXED‐CULTURE NEGOTIATIONS
MANAGEMENT OF ISSUES AND RELATIONSHIPS DURING INTERNATIONAL CONFLICT MANAGEMENT: OR HOW (NOT?) TO END A WAR
Gregory Hoobler
Abstract
View article
titled, SCM.SharedControls.Infrastructure.TitleDisplayModel?.Text
Open the
PDF
for in another window
Add to Citation Manager
for MANAGEMENT OF ISSUES AND RELATIONSHIPS DURING INTERNATIONAL CONFLICT MANAGEMENT: OR HOW (NOT?) TO END A WAR
Latest
Most Read
Most Cited
Beyond “tit-for-tat”: understanding employees’ divergent reactions to customer mistreatment
How do vertical conflicts between team leaders and members affect team performance? From a
moqi
perspective
A dual-mediation model linking relationship conflict to employee well-being via workplace incivility and emotional exhaustion, moderated by political skill
How interpersonal conflict with supervisor undermines employees’ taking charge at work – and how trait optimism adds a drop of hope?
Email alerts
Earlycite Alert
Closed Issue Alert
Latest Published Articles Alert
Close Modal
Recommended for you
These recommendations are informed by your reading behaviors and indicated interests.
RSS
Current Issue RSS Feed
RSS Feed - Advance Access
Open Issues RSS Feed
Close Modal
Close Modal
This Feature Is Available To Subscribers Only
Sign In
or
Create an Account
Close Modal
Close Modal