Organizational Behaviour Studies Quarterly

Organizational Behaviour Studies Quarterly

The Role of Feedback in Managing Interpersonal Conflict in Organizations: A Systematic Literature Review

Document Type : Research Paper

Authors
Anahita Ghasemi 1
Abbas Nargesian 2
Bibi Marjan Fayyazi 3
1 Kish International Campus - University of Tehran/ Kish/ Iran
2 Faculty of Management/ University of Tehran
3 Faculty of Management / University of Tehran
10.22034/obs.2026.2075742.3629
Abstract
Background: Interpersonal conflict in organizations is an inevitable phenomenon, and its effective management requires the use of efficient communication tools, including feedback. Despite the growing body of research on conflict and feedback, the existing literature provides limited integrated understanding of the role of feedback in managing interpersonal conflict.
Purpose: The purpose of this study is to conduct a systematic review of domestic and international scholarly literature to explain the role of feedback in managing interpersonal conflict in organizations during the period 2008 to 2024.
Design and Methodology: This study employed a systematic review approach based on the seven-stage framework of Kitchenham and Charters. After screening 962 documents, 30 eligible studies were included in the thematic analysis, through which concepts, sub-themes, and main themes related to the interaction between feedback and conflict were identified and categorized.
Findings: The results indicate that effective feedback can serve as a key tool in reducing conflict intensity, enhancing mutual understanding, improving communication skills, and preventing future conflicts. Three main dimensions of feedback’s role were identified: (1) Communicative dimension: clarifying expectations and resolving misunderstandings; (2) Psychological dimension: facilitating emotional regulation and strengthening empathy; (3) Functional dimension: correcting behaviors and improving collaboration.
Conclusion: The findings highlight that feedback can provide an effective framework for managing and mitigating interpersonal conflicts in organizations, and that attention to its communicative, psychological, and functional dimensions is essential for designing managerial interventions.
Originality: This study represents the first comprehensive systematic review on the interaction between feedback and interpersonal conflict in organizations. By integrating the findings of 16 years of research, it proposes a novel conceptual framework that can serve as a theoretical foundation for developing communication models and as a practical tool for organizational interventions.
Keywords
Feedback
Interpersonal Conflict
Conflict Management
Systematic Review
Organizational Relationships.
Subjects
منابع
آب‌روشن، م.؛ شکری، ر. و سعادت، ج. (۱۴۰۰)، شناسایی پیش‌بین‌های قصد واکنش رفتاری شرکت‌کنندگان کانون‌های توسعه نسبت به بازخور توسعه‌ای در سازمان‌های عمومی، مدیریت منابع انسانی در صنعت نفت.
خاصه، س.؛ محمدی، م. و محمودی، س. (۱۴۰۰)، طراحی مدل مهارت‌های ارتباطی بازخورد شغلی، قدرت منبع بازخورد و عزت دریافت‌کننده در بهبود عملکرد شغلی کارشناسان تربیت‌بدنی دانشگاه‌های پیام‌نور، پژوهشنامه مدیریت ورزشی.
حاجی‌هادی ریسه، ا. و شوقی، م. (۱۳۹۹)، تأثیر بازخورد مدیران و حاکمیت فناوری اطلاعات بر عملکرد تیمی کارکنان باتوجه‌به نقش میانجی خرد جمعی، مدیریت فناوری اطلاعات.
حقدادی، م.؛ احمدی، ف. و مرادی، س. (۱۳۹۴)، شناسایی مؤلفه‌های بازخورد براساس الگوی سایبرنتیک، مطالعات مدیریت رفتاری.
صراف، م. و عسگری، ع. (۱۳۹۵)، بازخورد عملکرد در محیط حسابرسی: بررسی تحقیقات درمورد اثرات رفتاری، حسابداری و حسابرسی.
کیانی، ا.؛ امینی، س. و کرمی، م. (۱۳۹۸)، تعیین رابطه میان مؤلفه‌های رفتار سازمانی با بازخورد سازمانی درمیان کارکنان اداره آموزش‌و‌پرورش شهرستان لردگان.
لطفی، ع.  و نسبی، ر. (۱۳۹۴)، بررسی میزان تأثیر بازخورد نتایج ارزیابی عملکرد ۳۶۰ درجه مدیران دانشگاه علوم پزشکی شیراز در سال‌های ۱۳۹۱ و ۱۳۹۳.
نرگسیان، ع. (۱۴۰۳)، روش تحقیق در مدیریت، تهران: نگاه دانش.
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