Is being direct good for conflict resolution? It depends….
Niels Pulles and Raymond Loohuis
About the main author
Dr. Niels J. Pulles is an associate professor at the University of Twente with expertise in strategic supply management. With a passion for unravelling the intricacies of buyer-supplier interactions, Dr Pulles is dedicated to understanding how organisations collaborate with suppliers to achieve mutual success. His research delves into the competitive landscape surrounding supplier technologies, offering insights into how companies navigate to access and leverage cutting-edge innovations. Additionally, he explores buyer-supplier innovation, uncovering collaborative efforts that drive joint product development and process improvement. Niels Pulles' scholarly contributions extend beyond the confines of academia, as his insights hold significant value for procurement and supply chain management practitioners. By emphasising the importance of fostering collaborative relationships with suppliers, his work informs strategic decision-making within organisations, ultimately shaping the industry's future.
Abstract
Conflict is an inevitable aspect of buyer-supplier relationships, often with destructive consequences, as conflict can easily slip into angriness and opposition. However, conflict -regardless of its intensity- is okay. If conflicts are resolved successfully, they can even strengthen the relationship: as the saying goes, 'without friction, no shine!' Therefore, we examined the micro-processes of buyer-supplier conflicts, investigating the mechanisms that lead to successful outcomes. Specifically, we examined how conflict expression in terms of directness (i.e., explicitness) and oppositional intensity (i.e., entrenchment) affect conflict resolution.
Our findings demonstrate how the expression of disagreements between buyers and suppliers can facilitate functional conflict processes. As expected, high oppositional intensity negatively impacted conflict resolution because the buyer and the supplier expressed reluctance to adapt their views. However, the effects of directness revealed an interesting pattern. By itself, directness, in terms of being explicit about the conflict, did not affect conflict resolution. Yet, combined with high oppositional intensity, directness negatively affects conflict resolution. Conversely, directness positively affected conflict resolution only when oppositional intensity was low.
Hence, relationship managers should be aware that conflict expression can escalate or de-escalate the conflict. It comes down to suppressing opposition while being direct, however unnatural it feels. Our research suggests the importance of being open to the other’s position while clearly expressing your position. Thus, the challenge for managers is clearly articulating the conflict's nature while simultaneously demonstrating openness to the other party’s position.
Additional/further reading
· Link to the article (open access): https://onlinelibrary.wiley.com/doi/full/10.1111/jscm.12240
· LinkedIn: Click this link
· Website: https://www.utwente.nl/en/bms/el-ips/