THE ROLE OF CONFLICT MANAGEMENT STYLES AND CONTENT-SPECIFIC TRAINING ACROSS ORGANIZATIONAL BOUNDARIES.

Abstract

This article examines the situation of inter-organizational contact where no normative mechanisms for cooperation or coordination exist and conflict is likely to occur. Under these circumstances, the interaction between the boundary spanners becomes the only level at which inter-organizational relationships can be initiated. This article elucidates the nature of the individual level interactions across organizational boundaries. Past research has shown that when there is no organization-level situation or a strong context which elicits an appropriate behavior from the individual, individuals rely primarily on their own personal characteristics. When boundary spanning employees from one organization contact employees from another organization, they experience high exposure to others and hence have numerous opportunities for social comparison. Moreover, in situations of social comparison individuals rely on their primary identification with their own organization and confirm their affiliation by showing ingroup favoritism and outgroup hostility. These negative categorization processes incite antagonism from employees of one organization toward members of another organization, who may, in turn, respond with animosity and annoyance toward the first individuals. This may disrupt interaction between the boundary spanners from different organizations and create problems in their communication.