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The mainstream of organizational literature is generally ambiguous in delineating the concept of conflict. This paper distinguishes conflict from competition in the intraorganizational context and presents a behavioral conceptualization of the process of conflict. It is proposed that goal incompatibility, perceived opportunity for interference, and interdependent activities among organizational subunits increase the potential for conflict. This conceptual scheme is then applied to a situation involving city government officials engaged in bargaining with a city employee union.'
Schmidt et al. (Fri,) studied this question.