International Journal of Conflict Management

Aims & Scope

The International Journal of Conflict Management publishes research on negotiation and conflict management relevant to the substantive domains served by the journal, including: Business to Business Negotiations Collective Bargaining and Industrial Relations Communication and Conflict Conflict at Work Conflict Management Conflict and Technology Culture, Negotiation, and Conflict Management Dispute Resolution (ADR, Mediation, Arbitration) Fairness and Organizational Justice Law and Legal Conflict and Negotiation Levels of Conflict (Individual, Team, Organizational, Country) Negotiations Peace Studies and International Conflicts Social Psychological Conflict Types of Conflict (Task, Relationship) Other Related Topics The format of published articles includes original theory-based empirical articles, meta-analyses, critical or integrative theory focused articles, comprehensive literature reviews, research notes, and book reviews.

View Aims & Scope

---

Metrics & Ranking

Impact Factor

Year	Value
2025	2.6

Journal Rank

Year	Value
2024	5928

Journal Citation Indicator

Year	Value
2024	473

SJR (SCImago Journal Rank)

Year	Value
2024	0.876

Quartile

Year	Value
2024	Q1

h-index

Year	Value
2024	69

---

---

Abstracting & Indexing

Journal is indexed in leading academic databases, ensuring global visibility and accessibility of our peer-reviewed research.

• Scopus
• Google Scholar
• Web of Science

---

Subjects & Keywords

Journal’s research areas, covering key disciplines and specialized sub-topics in Business, Management and Accounting and Social Sciences, designed to support cutting-edge academic discovery.

---

Most Cited Articles

The Most Cited Articles section features the journal's most impactful research, based on citation counts. These articles have been referenced frequently by other researchers, indicating their significant contribution to their respective fields.

• ENHANCING EFFECTIVENESS: AN INVESTIGATION OF ADVANTAGES AND DISADVANTAGES OF VALUE‐BASED INTRAGROUP CONFLICT

  Citation: 509

  Authors: Karen A.

• TOWARD A THEORY OF MANAGING ORGANIZATIONAL CONFLICT

  Citation: 465

  Authors: M.

• TO AGREE OR NOT TO AGREE: THE EFFECTS OF VALUE CONGRUENCE, INDIVIDUAL DEMOGRAPHIC DISSIMILARITY, AND CONFLICT ON WORKGROUP OUTCOMES

  Citation: 422

  Authors: Karen A., Clint, Sherry M.B.

• CULTURE, FACE MAINTENANCE, AND STYLES OF HANDLING INTERPERSONAL CONFLICT: A STUDY IN FIVE CULTURES

  Citation: 328

  Authors: Stella, Ge, Paula, Zhizhong, Hak, Sung-Ling, Tsukasa

• WHAT GOES AROUND COMES AROUND: THE IMPACT OF PERSONAL CONFLICT STYLE ON WORK CONFLICT AND STRESS

  Citation: 295

  Authors: Raymond A., Simon T., Steven C., James C.

• CONCEPTUALIZING THE CONSTRUCT OF INTERPERSONAL CONFLICT

  Citation: 289

  Authors: Henri, Jon

• CONFLICT AND SHARED IDENTITY IN GEOGRAPHICALLY DISTRIBUTED TEAMS

  Citation: 248

  Authors: Mark, Pamela J.

• RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE

  Citation: 239

  Authors: Allen C., David M.

• THE INFLUENCE OF PROPORTIONAL AND PERCEPTUAL CONFLICT COMPOSITION ON TEAM PERFORMANCE

  Citation: 230

  Authors: Karen A., Jennifer A.

• SOCIETAL BELIEFS IN TIMES OF INTRACTABLE CONFLICT: THE ISRAELI CASE

  Citation: 228

  Authors: Daniel

---