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dc.contributor.authorJordaan, Barney
dc.contributor.authorCillié, Gawie
dc.contributor.editorElgoibar, Patricia
dc.contributor.editorEuwema, Martin C.
dc.contributor.editorMunduate, Lourdes
dc.date.accessioned2017-12-02T14:53:45Z
dc.date.available2017-12-02T14:53:45Z
dc.date.issued2016
dc.identifier.isbn9783319314754
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5455
dc.description.abstractThis contribution proceeds from a number of assumptions, i.e., that (a) conflict is an inevitable part of any employment relationship but is also a manageable and potentially valuable phenomenon (Swanepoel 1999; McNully et al. 2013); (b) low levels of trust in work environments serve either as a trigger or aggravating factor in the escalation of conflict (Purcell 2012a); (c) improved levels of trust can reduce the occurrence and intensity of conflict, or facilitate the constructive resolution of workplace conflict, or both (Douwes Dekker 1990); and (d) collaboration to resolve workplace conflicts and disputes normally delivers superior outcomes with less relational consequences that results arrived at through competitive or adversarial means (Van Boven and Thompson 2003). As our first assumption suggests, we adopt a pluralistic industrial relations frame of reference, as opposed to a unitary or radical approach.
dc.language.isoen
dc.publisherSpringer
dc.subjectNegotiation
dc.subjectOrganisational Culture
dc.subjectConflict Management
dc.titleBuilding a collaborative workplace culture: a South African perspective
dc.title.alternativeBuilding trust and constructive conflict management in organizations
dc.source.beginpage151
dc.source.endpage168
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentP&O
dc.identifier.vperid207820
dc.identifier.vperid159574
dc.identifier.vpubid6725


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