Organizational dispute resolution systems: A complementarities model

• 成果类型: Review
• 署名作者: Bendersky, C
• 署名单位: University of California System; University of California Los Angeles
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• 发表日期: 2003
• 页码: 643-656
• 关键词: STRATEGIC DECISION-MAKING; RESOURCE MANAGEMENT-PRACTICES; CONFLICT-MANAGEMENT; devils advocacy; MANUFACTURING PERFORMANCE; economic-performance; industrial-relations; dialectical inquiry; diversity; VOICE

摘要

I contribute to complementarities theory by defining synergies in an organizational dispute resolution system with respect to how components interact. Disputants must be able to use any component for any conflict, and multiple ones to address the same conflict. Drawing on insights from both organizational behavior and industrial relations theories, I present propositions about how complementarities affect individual outcomes,and I conclude with implications for dispute resolution and other complementarities research and practice.