International Journal of Conflict Management

Papers
(The TQCC of International Journal of Conflict Management is 6. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-03-01 to 2024-03-01.)
ArticleCitations
The effect of digital transformation strategy on performance57
Job insecurity and work–family conflict40
Interpersonal conflict and counterproductive work behavior: the moderating roles of emotional intelligence and gender35
How and when intragroup relationship conflict leads to knowledge hiding: the roles of envy and trait competitiveness30
Caring for those in your charge: the role of servant leadership and compassion in managing bullying in the workplace24
How does strength of ties influence project performance in Chinese megaprojects?21
Impact of open innovation on organizational performance in different conflict management styles: based on resource dependence theory20
The combined effect of perceived organizational injustice and perceived politics on deviant behaviors20
Is abusive supervision always harmful toward creativity? Managing workplace stressors by promoting distributive and procedural justice20
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals19
Team leader’s conflict management styles and innovation performance in entrepreneurial teams19
Understanding the consequences of workplace incivility: the roles of emotional exhaustion, acceptability and political skill18
The effects of conflict type and conflict expression intensity on conflict management18
Cultural influences on normative reactions to incivility: comparing individuals from South Korea and Spain17
Negotiation complexity: a review and an integrative model15
Effects of CEO humility and relationship conflict on entrepreneurial performance15
Star(tup) wars: decoupling task from relationship conflict13
A temporal study on subordinate’s response to destructive leadership: voice withdrawal as a conflict coping mechanism13
Workplace incivility and its socio-demographic determinants in India12
The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry11
Perspectives on disruptive technology and innovation11
Abusive supervision and knowledge hiding in service organizations: exploring the boundary conditions11
The vicious cycle of unfairness and conflict in teams10
Examining the relationships between face concerns and dissent10
Effects of power on negotiations: a comparison of collaborative versus competitive approach10
The buffering role of emotional intelligence in conflict transformation10
Work–family conflict, family well-being and organizational citizenship behavior: a moderated mediation model9
Investigating the mechanism linking task conflict with employees’ innovative work behavior9
Handling inter-organisational conflict based on bargaining power9
Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence9
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance9
Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach9
Conflicts between business and government in bike sharing system9
Family incivility and workplace bullying: mediating and moderating model of psychological safety, optimism and organization-based self-esteem8
Relationship of abusive supervision and employees’ helping behaviors: moderated-mediation perspective8
Linkages between group level task conflict and individual level outcomes in non-routine technical jobs8
Conflict between younger and older workers: an identity-based approach8
Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda8
Exploring the relationship between entrepreneurial failure and conflict between work and family from the conservation of resources perspective7
Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls7
Can leader-member exchange social comparison elicit uncivil employee behavior? The buffering role of aggression-preventive supervisor behavior7
Articulated dissent and immediacy: a cross-national analysis of the effects of COVID-19 lockdowns7
Supervisees’ reactions to a concatenation of supervisors’ resource drain, ego depletion and abusive supervision7
Does a family-supportive supervisor reduce the effect of work-family conflict on emotional exhaustion and turnover intentions? A moderated mediation model7
Implicit-explicit power motives congruence and forgiveness in the workplace conflict: the mediating role of empathy6
A cognitive process model of trust repair6
How harmonious family encourages individuals to enter entrepreneurship6
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