A MODEL OF STRATEGIC CONFLICT MANAGEMENT IN THE CONDITIONS OF IMPLEMENTING INNOVATION IN SCIENTIFIC ENTERPRISES

The expected growth of air traffic in the following decades demands the implementation of new operational concepts to avoid current limitations of the air traffic management system. This paper focuses on the strategic conflict management for four-dimensional trajectories (4DT) in free-route airspace. 4DT has been proposed as the future operational concept to manage air traffic. Thus, aircraft must fulfil temporary restrictions at specific waypoints in the airspace based on time windows. Based on the temporary restrictions, a strategic conflict management method is proposed to calculate the conflict probability of an aircraft pair (that intersects in the air) and to calculate temporary-blocking windows that quantify the time span at which an aircraft cannot depart because one conflict could occur. This methodology was applied in a case-study for an aircraft pair, including the uncertainty associated with 4DT. Moreover, a sensitivity analysis was performed to characterise the impact of wind conditions and speed control on the temporary-blocking windows. The results concluded that it is feasible to propose 4DT strategic de-confliction based on temporary-blocking windows. Although, uncertainty variables such as wind and speed control impact on the conflict probability and the size of the temporary-blocking windows.

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Different Sides of the Same Coin: Mixed Views of Public Relations Practitioners and Journalists for Strategic Conflict Management

Journalism & Mass Communication Quarterly ◽

10.1177/107769900508200206 ◽

2005 ◽

Vol 82 (2) ◽

pp. 318-338 ◽

Cited By ~ 21

Author(s):

Jae-Hwa Shin ◽

Glen T. Cameron

Keyword(s):

Public Relations ◽

Conflict Management ◽

Strategic Choice ◽

Two Dimensions ◽

The Other ◽

Web Survey ◽

Public Relations Practitioners ◽

Strategic Approach ◽

Strategic Conflict

A Web survey of 641 public relations practitioners and journalists showed that the source-reporter relationship is conflictual, involving stratagems on both sides. Coorientational analysis simultaneously showed the “mixed views” of the two professions on two dimensions of “conflict” and “strategy.” Both professions disagreed and inaccurately predicted responses of the other. Their inaccurate projection about the views of the other profession was greater than their disagreement, resulting in false dissensus. Nevertheless, the perceived conflict between the two professions appeared to be a strategic choice. Practitioners have a tendency to be accommodative or cooperative, whereas journalists are oriented to conflict as part of their strategic approach to dealing with sources.

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The dual-continuum approach: An extension of the contingency theory of strategic conflict management

Public Relations Review ◽

10.1016/j.pubrev.2021.102145 ◽

2022 ◽

Vol 48 (1) ◽

pp. 102145

Author(s):

Cindy T. Christen ◽

Steven R. Lovaas

Keyword(s):

Conflict Management ◽

Contingency Theory ◽

Continuum Approach ◽

Strategic Conflict

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Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales

ILR Review ◽

10.1177/0019793919874031 ◽

2019 ◽

Vol 73 (2) ◽

pp. 411-430 ◽

Cited By ~ 1

Author(s):

David Nash ◽

Deborah Hann

Keyword(s):

Conflict Management ◽

Dispute Resolution ◽

Large Scale ◽

Strategic Choices ◽

The United Kingdom ◽

Strategic Approach ◽

Large Scale Survey ◽

The Relationship ◽

High Road ◽

Strategic Conflict

In this article, the authors examine the relationship between organizational strategy and the approach taken to conflict management using a large-scale survey of companies in Wales, a constituent part of the United Kingdom. They focus on conflicts among employees, an under-researched form of conflict, to examine which types of organizations adopt a more strategic approach to conflict management that aligns with broader HR objectives. They find that organizations with a unitarist, and often anti-union, orientation are more likely to make strategic choices about how they address conflict. Equally, the authors argue that some evidence suggests that organizations that take high-road approaches to HR are more likely to take an intentional approach to how they address conflict.

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