This review explores the dynamics of conflict and dispute management in interorganizational relationships, suggesting an integrated framework for advancement.
Key Points
The aim is to develop a deeper understanding of how conflict and dispute management practices evolve over time within interorganizational relationships.
Reviewed 302 articles from fields such as management, law, economics, and psychology.
Identified three research streams: adjudication, governance, and behavioural strategy.
Introduced a framework linking CDM design, execution, and trajectories across conflict lifecycles.
Highlighted the need for a dynamic view on CDM instead of treating it as a static choice.
Developed a conceptualization of CDM across three dimensions: arenas, instruments, and stances.
Identified gaps in current literature that create conceptual silos in understanding disagreements, conflicts, and disputes.