Probing the dynamics of conflict and dispute management in interorganizational relationships: An interdisciplinary perspective

Abstract Interorganizational relationships (IORs) are critical for innovation, international growth and tackling societal challenges. Despite their potential, IORs are inherently conflict‐prone due to the tension between collaboration and organizational autonomy. Conflict and dispute management (CDM)—the choices organizations make to prevent, address and resolve disagreements, conflicts and disputes—is therefore essential for sustaining IOR continuity and performance. Yet prior research has largely treated CDM as a static and discrete choice rather than as a dynamic process. As a result, little is known about how CDM practices interact, evolve and generate trade‐offs over time within the same IOR. To develop a more integrated understanding of CDM dynamics, we reviewed 302 articles across management, law, economics and psychology. Our analysis identifies three research streams focused on adjudication, governance and behavioural strategy. These streams emphasize different phases of IOR development, levels of conflict intensity and corresponding CDM practices. Although this diversity has generated valuable insights, it has also produced conceptual silos and inconsistent distinctions between disagreements, conflicts and disputes. To address these limitations, we introduce an interdisciplinary perspective suited to capturing CDM dynamics, from handling situational frictions to legal adjudication. Specifically, we propose (1) a conceptualization of CDM across three interdependent dimensions: arenas, instruments and stances; and (2) a processual framework linking CDM design to execution and tracing CDM trajectories across IOR conflict lifecycles. In doing so, we lay the foundation for an integrated understanding of CDM dynamics in IORs and a forward‐looking research agenda.