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Trust and Power as Determinants of Conflict Resolution Strategy and Outcome Satisfaction


Davidson, JA and McElwee, G and Hannan, GJ, Trust and Power as Determinants of Conflict Resolution Strategy and Outcome Satisfaction, Peace and Conflict: Journal of Peace Psychology, 10, (3) pp. 275-292. ISSN 1078-1919 (2004) [Refereed Article]

DOI: doi:10.1207/s15327949pac1003_4


Relationships provide the context for conflict resolution. Rubin and Brown (1975) hypothesized that equal power and high trust situations would induce participants to choose more cooperative strategies and to attain more satisfactory outcomes than low trust or unequal power situations. Gaylard (1994) postulated that personal and situational variables could have both direct and indirect effects on conflict outcomes. This study was designed to test these hypotheses, with 40 pairs of management students participating in a negotiation simulation. Results supported Rubin and Brown's hypotheses. A path analysis indicated the beneficial effect of trust was indirect and could be accounted for by greater use of the integrating strategy. The effect of the power differential was direct and not based on an increased use of a particular conflict resolution strategy. These results suggest that enhanced trust might be considered one marker of success of conflict resolution training in a particular social context, such as a workplace. Copyright © 2004, Lawrence Erlbaum Associates, Inc.

Item Details

Item Type:Refereed Article
Research Division:Psychology
Research Group:Applied and developmental psychology
Research Field:Applied and developmental psychology not elsewhere classified
Objective Division:Expanding Knowledge
Objective Group:Expanding knowledge
Objective Field:Expanding knowledge in human society
UTAS Author:Davidson, JA (Dr John Davidson)
UTAS Author:McElwee, G (Ms Gayle McElwee)
UTAS Author:Hannan, GJ (Dr Greg Hannan)
ID Code:30543
Year Published:2004
Deposited By:Psychology
Deposited On:2004-08-01
Last Modified:2005-04-27

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