Special Issue "Conflict Management and High-Performance Work Systems"

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 1 October 2019

Special Issue Editor

Guest Editor
Prof. Dr. Zhenzhong Ma

1. Odette School of Business, University of Windsor, Windsor, ON N9B 3P4, Canada
2. School of Business, Nanjing Audit University, Nanjing 210017, China
Website | E-Mail
Interests: integrates literature from organizational behavior and human resource management, cross-cultural management, and inter-cultural negotiations.

Special Issue Information

Dear Colleagues,

The new century has seen an increasingly globalized world economy and consequently emphasis has been given to cultural diversity in workforces and its influences on organization practices. Conflict is a common phenomenon accompanying the diversified workforce, whether it occurs in the form of different opinions, harsh words, or different actions taken to achieve organizational objectives (Ma et al. 2012; Meng et al. 2018; Tjosvold 2008). The growing complexities of work relationships and the increased diversity in workplaces have placed unprecedented pressure on managers, forcing them to resolve conflicts in an effective manner in order to improve organizational performance.

High performance work systems (HPWS), a set of broadly defined human resource management practices, including performance-related pay, various employee communication programs, training and team-based work (Huselid 1995), are said to be mutually reinforcing and able to generate superior organizational performance (Combs et al. 2006). While an impressive array of research has explored HPWS and organizational performance, relatively little has been done to explore the relationship between conflict management and the effectiveness of HPWS (Huang et al. 2018), even though the universalistic effect of HPWS have been the focus for many studies in the HRM field. This special issue is to focus on the investigation of the relationship between conflict management and HPWS in order to help develop more effective human resource management practice and policies. We welcome submissions that focus on, but not limited to, the following topics of interests:

  • The impact of conflict management process on the effectiveness of high-performance work systems
  • Individual differences in conflict management styles/processes on organizational performance
  • Antecedents and outcomes of effective conflict management process
  • Individual, group, and organizational factors for HPWS
  • The impact of corporate culture on conflict management preferences and HPWS for high organizational performance

References:

(Combs et al. 2006) Combs, James, Yongmei Liu, Angela Hall, and David Ketchen. 2006. How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology 59: 501–28.

(Huang et al. 2018) Huang, Yufang, Zhenzhong Ma, and Yong Meng. 2018. High performance work systems and employee engagement: Empirical evidence from China. Asia Pacific Journal of Human Resources 56: 341–59.

(Huselid 1995) Huselid, Mark A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal 38: 635–72.

(Ma et al. 2012) Ma, Zhenzhong, Dapeng Liang, Ahmet Erkus, and Akif Tabak. 2012. The impact of group-oriented values on choice of conflict management styles and outcomes: An empirical study in Turkey. International Journal of Human Resource Management 23: 3776–93.

(Meng et al. 2018) Meng, Yong, Haiyun Yu, Zhenzhong Ma, and Zhiyong Yang. 2018. The impact of young Chinese employees’ notions of work on conflict management styles: An explorative study. International Journal of Conflict Management 29: 306–26.

(Tjosvold 2008) Tjosvold, Dean. 2008. The conflict-positive organization: It depends upon us. Journal of Organizational Behavior 29: 19–28.

Prof. Dr. Zhenzhong Ma
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • conflict
  • conflict management styles
  • HPWS
  • organizational performance
  • HRM
  • engagement

Published Papers

This special issue is now open for submission.
Adm. Sci. EISSN 2076-3387 Published by MDPI AG, Basel, Switzerland RSS E-Mail Table of Contents Alert
Back to Top