Centres Of Excellence

To focus on new and emerging areas of research and education, Centres of Excellence have been established within the Institute. These ‘virtual' centres draw on resources from its stakeholders, and interact with them to enhance core competencies

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Faculty

Faculty members at IIMB generate knowledge through cutting-edge research in all functional areas of management that would benefit public and private sector companies, and government and society in general.

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IIMB Management Review

Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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About IIMB

The Indian Institute of Management Bangalore (IIMB) believes in building leaders through holistic, transformative and innovative education

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CONSIDERATION OF FUTURE CONSEQUENCES AND DECISION-MAKING PATTERNS AS DETERMINANTS OF CONFLICT MANAGEMENT STYLES

This research examines the influence of temporal considerations on preferences for different conflict management styles. It also explores the mediating effect of different decision-making patterns in determining these styles. This research proposes that the extent to which individuals consider future consequences of current activities significantly influences their decision-making patterns and consequently their preference for different conflict management styles which could be cooperative or competitive in nature. High consideration of future consequences (CFC) would lead to more vigilant decision-making patterns and reduced hyper-vigilant decision-making patterns, thereby reducing the preference for competitive conflict management styles, and an increasing preference for cooperative behaviour. 

Mediation models were tested with data obtained from participants on the Mechanical Turk platform, and obtained mixed support for the proposed hypotheses. Specifically, this research found strong support for high CFC leading to a reduced preference for competitive behaviour and weak support for high CFC leading to increased preference for cooperative behaviour. It was also found that vigilant and hyper-vigilant decision-making patterns mediated the relationship between CFC and competitive conflict management styles. Implications of the findings are discussed.