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Organizational Dispute Resolution Systems: A Complementarities Model

Corinne Bendersky
The Academy of Management Review
Vol. 28, No. 4 (Oct., 2003), pp. 643-656
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/30040753
Page Count: 14
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Organizational Dispute Resolution Systems: A Complementarities Model
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Abstract

I contribute to complementarities theory by defining synergies in an organizational dispute resolution system with respect to how components interact. Disputants must be able to use any component for any conflict, and multiple ones to address the same conflict. Drawing on insights from both organizational behavior and industrial relations theories, I present propositions about how complementarities affect individual outcomes, and I conclude with implications for dispute resolution and other complementarities research and practice.

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