Conflict management systems for large scientific research projects

Abstract

Purpose This paper aims to analyze the transferability of a conflict management model developed for business organizations to a temporary and international research project to serve as a support tool for internal communication and in case of conflict. Design/methodology/approach The authors analyze the transferability of a conflict management model that was initially developed for business organizations to an international, inter-organizational and temporary research project that is third-party funded. Using a case study, a participatory approach is applied with both qualitative and quantitative methods used. Findings The transferability is possible but only with the adaption of conflict prevention. The project’s international and inter-organizational structure further results in a need for decentralization of conflict management responsibilities and diversification of conflict management approaches. Time, financial resources and a high autonomy of cooperation partners limit the degree of participation in the design process. Research limitations/implications The research is based on a case study. Research on comparative design processes are needed to verify or extrapolate findings and to help assess the impact of conflict management systems in other large research projects. Originality/value This paper contributes to the body of knowledge on conflict management systems. By implementing a conflict management system in a temporary, international and scientific project environment, this case study identifies contextual factors relevant for the system design and provides initial test results. As conflict management systems in research projects are not yet prominent, this adapted model of conflict prevention and management can benefit similar projects.