Theory meets practice: updating the contingency theory of conflict management with insights from an adroit practitioner

Abstract

The contingency theory of conflict is nearing its third decade, but there is a lacuna in the literature about the development of strategy. Additionally, the contingency continuum and its stances are overdue for continued theoretical development. To address these theoretical issues, this project explores the inductively gathered knowledge of a nearly 40-year public relations (PR) practitioner about the use of aggressive and controversial public relations strategies. He codified his observation into a diagnostic software tool called the Playmaker Influence System. His observations have never been empirically examined despite an abundance of supporting anecdotal evidence. Therefore, this project employs a systematic review to determine if these contentious strategies have enough evidence in scientific literature to validate their existence. The findings revealed that sufficient evidence does exist to support their existence, and that they can be integrated into the Contingency Theory of Conflict Management.