Preface

Chapter 8 **Conflicts as Springboard for Metallica's Success 129**

Teresa Cometto and Gaston J. Labadie

Chapter 10 **Impact of National Culture on the Bonus' Use for**

Chapter 9 **Drivers of Innovation Deployment Affecting the Marketing and**

Erno Salmela

**VI** Contents

**Sales Relationship 155**

**Teamwork 171** Ginevra Gravili

Human beings depend on their own work for their livelihood and to be recognized in soci‐ ety. However, this work can be full of conflict at different levels. These conflicts may have positive or negative effects on the relationship between employees and leaders. For this rea‐ son, this book emphasizes different perspectives of conflict resolution and conflict manage‐ ment in diverse settings and areas to give readers insights into how to deal with organizational conflict.

In the first section of this book, readers will see different theoretical reviews on organiza‐ tional conflict, highlighting organizational performance, organizational values, organiza‐ tional trust, social capital, and complex adaptive systems. In the first chapter, readers are introduced to the uses of conflict theory to distinguish between six conflict types that are especially important from an organizational perspective. The next chapter shows how con‐ flicts in an organization might be used as indicators of organizational real values. The third chapter emphasizes organizational trust as a conflict management tool in contemporary work organizations using an explanatory design. The fourth chapter examines how and why the conversion of social relationships into profits can result in conflicts at all organiza‐ tional SC levels. The final chapter of the section focuses on adaptive leadership as one lead‐ ership style that suits organizations with the capabilities of reacting quickly to changing environments. These five chapters help readers to make a mental map of some major theo‐ retical issues on managing organizational conflicts.

The second section of this book looks at empirical studies regarding organizational conflicts. The first chapter of this section focuses on the issue of a dispositional vs. situational ap‐ proach to explore the ways of conflict resolution by managers. The second chapter looks at resistance to change and conflict of interest and intends to reveal elements that create a po‐ tentially resilient potential in protecting personal interests. In the third chapter, the empha‐ sis is on conflicts as a springboard for Metallica's success. The purpose of this text is to analyze how Metallica has utilized conflicts in creating changes in the music industry and growing into the biggest heavy metal band in the world over the last 25 years. The fourth chapter on drivers of innovation deployment affecting the marketing and sales relationship investigates the antecedents of information management and their effects on formalization and joint planning as drivers of marketing-perceived relationship effectiveness during the formalized process of new product deployment. The last chapter is an overview of the im‐ pacts of national culture on the use of bonuses for teamwork. In this chapter, the author aims to analyze how cultural dimensions can facilitate or not the diffusion of bonuses for teams. As a result, we may say that organizational conflict can be managed in different ways depending on their realities and priorities.

#### XII Preface

Given the above, we consider this book will be of interest to readers with a diverse group of interests in different specialties such as management, social psychology, education, law, and sociology.

> **Ana Alice Vilas Boas** Full Professor The Federal University of Lavras Minas Gerais, Brazil

**Section 1**

**Conceptual Frameworks on Organizational**

**Conflict**

**Conceptual Frameworks on Organizational Conflict**

Given the above, we consider this book will be of interest to readers with a diverse group of interests in different specialties such as management, social psychology, education, law, and

**Ana Alice Vilas Boas**

Minas Gerais, Brazil

The Federal University of Lavras

Full Professor

sociology.

VIII Preface

**Chapter 1**

**Provisional chapter**

**Management and Conflict Resolution: Conceptual**

**Tools for Securing Cooperation and Organizational** 

**Management and Conflict Resolution: Conceptual** 

DOI: 10.5772/intechopen.72132

**Tools for Securing Cooperation and Organizational**

In theories of conflict management, managers' conflict resolution skills have often been understood as their relational attitudes and ability to communicate, but choices of conflict resolution strategies in organizational management should also depend on the types of conflicts managers face. Understanding how a complex conflict situation involves one or several conflict types is a matter of understanding the deep structure of the conflict. Knowledge of such deep structure is a key to realizing what the conflict is about and how it should be resolved. The chapter uses conflict theory to distinguish between six conflict types that are especially important from an organizational perspective: *interpretation conflicts, argumentation conflicts, value conflicts, interest conflicts, role conflicts* and *personal conflicts*. After having clarified their signifcance in an organizational context, the chapter elucidates how knowledge of the conflict types and how they are logically related to each other can be used in managers' conflict resolution practices. The last part of the chapter uses the conflict types to develop a model for practical conflict resolution in management. The model can be used as a tool for analyzing conflict situations—to gain a deeper and more systematic understanding of how the situations should be resolved in accordance with the best interest of the organization.

> © 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution,

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

and reproduction in any medium, provided the original work is properly cited.

It has been extensively documented that managers need conflict resolution skills in order to secure sound organizational performance [1–5]. Managers need to understand how

**Keywords:** conflict resolution, organizational management, conflict types,

**Performance**

**Performance**

Halvor Nordby

**Abstract**

Halvor Nordby

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.72132

communication, agreement

**1. Introduction**

**Provisional chapter**
