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Conflict Management in Entrepreneurship


Special issue call for papers from International Journal of Conflict Management

The submission portal for this special issue will open June 26, 2019

Papers for the Special Issue, Deadline September 30, 2019

Guest Editors:
Renhuai Liu, Hangzhou Dianzi University/Jinan University, Guangdong (China)
Steven Si, Bloomsburg University of Pennsylvania/Zhejiang University (USA)
Dean Tjosvold, Lingnan University, Hong Kong (Hong Kong)
Lin Song, School of Business, Central University of Finance and Economics, Beijing (China)

Ways in which entrepreneurship can be well developed refer to a number of aspects/issues and one of them for successful entrepreneurship is effectively managing conflicts for both start-ups and entrepreneurs to achieve entrepreneurial success in a country or region. Research on conflict management has grown widely over the past decade including a variety of research topics in the field of conflict management, such as gender, emotions, power, trust, cooperation, mediation, culture and governance and so on (Behfar et. al., 2008; Jordan et. al., 2010; Sharma et. al., 2013; Zhang et. al., 2015). Based on the latest review published by Caputo et al. (2018) in International Journal of conflict management, the literatures on conflict management has increased by more than 700 articles in 2007-2017 and just 500 articles in 1997-2006. However, how to related conflict management with entrepreneurship in the current digital economy that is a question needed to be answered and an issue needed to be further explored.

In the current literature, there are two major research streams related to conflict and conflict management with entrepreneurship. One is about the conflict between entrepreneurs and investors (Einarsen et al., 2016; Collewaert et.al., 2013; Collewaert & Sapienza, 2016). In the process of entrepreneurship, investors usually participate in entrepreneurship through various value-added actions, which increases personal friction between entrepreneurs and venture capitalists. This conflict is characterized by asymmetries power and differences of interests (Zou et. al., 2016). It can be disastrous for the success of venture capital, with serious negative consequences for entrepreneurship (Higashide & Birley, 2002). Another stream is about conflict between top management in the venture, including conflict between founders (Ensley & Hmieleski, 2005). New ventures face greater uncertainty and require the creativity of top managers (Amason, & Sapienza, 1997). Cognitive conflict occurs when top management consider strategic choices from different perspectives. Conflicts can easily occur if top management doubts each other and does not believe the other 's acting are in the best interests of the team (Ensley et. al. 2002)

In addition to the two streams above, there are a number of conflict studies that can stimulate entrepreneurship research, such as the relationship between trust and conflict (Einarsen et al., 2016), conflict management in the workplace (Currie et al., 2017), and the feature of different topics in different context, in age, gender, education, personal values and characteristics (Jiang et al., 2016). To sum up, conflict studies of entrepreneurs or new ventures deserve much attention (Rahim, 2017; Caputo et. al., 2018), but very little has been done on the intersection of conflict management and entrepreneurship.

This Special Issue seeks to platform the work of entrepreneurs, researchers, management thinkers and the likes who are in a position to offer new perspective to this particular research area –Conflict Management in Entrepreneurship for both emerging economies and matured economies. Topics include, but are not limited to:

  1. The conflict between entrepreneurs and investors and the consequences of such conflicts.
  2. The conflict between top management in new ventures and the impact of conflicts on new ventures.
  3. Conflict management in start-up enterprises, how does conflict management enrich traditional human resources management.
  4. Entrepreneurship, managing conflict and technology.
  5. The relationship between entrepreneurship cognition and conflict management, how conflicts change entrepreneurs' cognition, and how entrepreneurs stimulate or calm conflicts.
  6. The relationship between conflict and organizational culture and values in new ventures.
  7. Entrepreneurship, managing conflict and organizational learning.
  8. Knowledge acquisition and conflict management in entrepreneurship.
  9. Conflict, entrepreneurship, organizational culture and leadership.
  10. How to reduce conflict in entrepreneurship through innovation.
  11. Conflict management and Entrepreneurship in digital/sharing economics.

A workshop associated with the special issue could take place for those authors who have received an invitation to participate. The date and place for the special issue workshop will be decided in May, 2019. Please note that presentation at the workshop does not guarantee acceptance of the paper for publication in the special issue, and attending the workshop is not a precondition for acceptance into the Special Issue. Papers suitable for publication in the special issue will be double-blind reviewed following the IJCMA’s review process guidelines.

Submission Guidelines: Submissions should be prepared in accordance with IJCMA’s style guide and submitted to the Scholar One online system: https://mc.manuscriptcentral.com/ijcma

General submission guidelines for authors can also be found here: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ijcma

The deadline of the submission is on 30th, Sept., 2019. The special issue will be published in 2020. Questions regarding the special issue can be addressed to: Steven Si ([email protected]) or any other guest editors.

Reference:
Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management, 23(4), 495-516.

 Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. K. (2008). The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93(1), 170-188.

Caputo, A., Marzi, G., Maley, J., & Silic, M. (2018). Ten years of conflict management research 2007-2017: An update on themes, concepts and relationships. International Journal of Conflict Management, https://doi.org/10.1108/IJCMA-06-2018-0078.

Collewaert, V. (2013). Conflicts between entrepreneurs and investors: the impact of perceived unethical behavior. Small Business Economics, 40(3), 635-649.

Collewaert, V., & Sapienza, H. J. (2014). How does angel investor–entrepreneur conflict affect venture innovation? it depends. Entrepreneurship Theory and Practice, 40(3), 573-597.

Currie, D., Gormley, T., Roche, B., & Teague, P. (2016). The management of workplace conflict: contrasting pathways in the hrm literature. International Journal of Management Reviews, 19(4), 492-509.

Einarsen, S., Skogstad, A., Rørvik, E., Åshild, B. L., & Nielsen, M. B. (2016). Climate for conflict management, exposure to workplace bullying and work engagement: a moderated mediation analysis. International Journal of Human Resource Management, 29(3), 1-22.

Ensley, M. & Hmieleski, K. (2005). A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups. Research Policy, 34(7): 1091-1105.

Ensley, M. D., & Pearson, A. W. (2010). An exploratory comparison of the behavioral dynamics of top management teams in family and nonfamily new ventures: cohesion, conflict, potency, and consensus. Entrepreneurship Theory & Practice, 29(3), 267-284.

Ensley, M. D., Pearson, A. W., & Amason, A. C. (2002). Understanding the dynamics of new venture top management teams: cohesion, conflict, and new venture performance. Journal of Business Venturing, 17(4), 365-386.

Higashide, H., & Birley, S. (2002). The consequences of conflict between the venture capitalist and the entrepreneurial team in the United Kingdom from the perspective of the venture capitalist. Journal of Business Venturing 17(1): 59–81.

Jiang, X., Bao, Y., Xie, Y., & Gao, S. (2015). Partner trustworthiness, knowledge flow in strategic alliances, and firm competitiveness: a contingency perspective. Journal of Business Research, 69(2), 804-814.

Jordan, J. A., McRorie, M., & Ewing, C. (2010). Gender differences in the role of emotional intelligence during the primary–secondary school transition. Emotional & Behavioural Difficulties, 15(1), 37-47.

Sharma, S., Bottom, W. P., & Elfenbein, H. A. (2013). On the role of personality, cognitive ability, and emotional intelligence in predicting negotiation outcomes: a meta-analysis. Organizational Psychology Review, 3 (293-336).

Strätling, R., Wijbenga, F. H., & Dietz, G. (2012). The impact of contracts on trust in entrepreneur–venture capitalist relationships. International Small Business Journal 30(8): 811–831.

Zou, H., Chen, X., Lam, L., & Liu, X.(2016). Psychological capital and conflict management in the entrepreneur–venture capitalist relationship in China: The entrepreneur perspective. International Small Business Journal, 34(4), 446–467.