Disentangling approaches to framing in conflict and negotiation research: A meta-paradigmatic perspective

Author:

Dewulf Art1,Gray Barbara2,Putnam Linda3,Lewicki Roy4,Aarts Noelle5,Bouwen Rene6,van Woerkum Cees7

Affiliation:

1. Public Administration and Policy Group at Wageningen University,

2. Center for Research in Conflict and Negotiation, at The Pennsylvania State University,

3. Department of Communication at the University of California-Santa Barbara,

4. Management and Human Resources at the Fisher College of Business,

5. Communication Science at Wageningen University, The Netherlands,

6. Organizational Psychology and Group Dynamics at the University of Leuven,

7. Group Communication and Innovation Studies of Wageningen University,

Abstract

Divergent theoretical approaches to the construct of framing have resulted in conceptual confusion in conflict research. We disentangle these approaches by analyzing their assumptions about 1) the nature of frames — that is, cognitive representations or interactional co-constructions, and 2) what is getting framed — that is, issues, identities and relationships, or interaction process. Using a meta-paradigmatic perspective, we delineate the ontological, theoretical and methodological assumptions among six approaches to framing to reduce conceptual confusion and identify research opportunities within and across these approaches.

Publisher

SAGE Publications

Subject

Management of Technology and Innovation,Strategy and Management,General Social Sciences,Arts and Humanities (miscellaneous)

Reference124 articles.

1. Aarts, N. & van Woerkum, C. Dealing with uncertainty in solving complex problems. In C. Leeuwis & R. Pyburn (Eds), Wheelbarrows full of frogs: Social learning in rural resource management. Assen: Koninklijke Van Gorcum BV, 2002, pp. 421-37.

2. The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation

3. Bartel, C. & Dutton, J. Ambiguous organizational memberships: Constructing organizational identities in interactions with others. In M. Hogg & D. Terry (Eds), Social identity processes in organizational contexts. Philadelphia, PA: Psychology Press, 2001, pp. 115-30.

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