Unfolding the recipes for conflict resolution during the new service development effort

Gounaris, S., Chatzipanagiotou, K. , Boukis, A. and Perks, H. (2016) Unfolding the recipes for conflict resolution during the new service development effort. Journal of Business Research, 69(10), pp. 4042-4055. (doi: 10.1016/j.jbusres.2016.03.046)

118982.pdf - Accepted Version



The management of conflicts that emerge during new service development (NSD) has escaped the attention of scholars. Yet differing conflict management styles (CMS) of team members and dynamics within the team create a complex managerial challenge. Additionally, the broader literature on conflict resolution shows contradictory findings preventing a clear roadmap for practitioner use when such conflicts emerge. This study draws on complexity theory and employs fuzzy set qualitative comparative analysis, drawing on data from 543 members of 116 NSD projects, to unravel conflict resolution recipes. The results reveal, in detail, the variety of causal patterns that explain the linkages between individual CMS, the dynamics of the team, and two critical conflict characteristics: conflict intensity and frequency. Implications for theory and practice are identified and discussed.

Item Type:Articles
Glasgow Author(s) Enlighten ID:Chatzipanagiotou, Dr Kalliopi
Authors: Gounaris, S., Chatzipanagiotou, K., Boukis, A., and Perks, H.
College/School:College of Social Sciences > Adam Smith Business School > Management
Journal Name:Journal of Business Research
ISSN (Online):0148-2963
Published Online:08 April 2016
Copyright Holders:Copyright © 2016 Elsevier
First Published:First published in Journal of Business Research: 69(10): 4042-4055
Publisher Policy:Reproduced in accordance with the copyright policy of the publisher

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