Managing Conflict and Silence in Higher Education: Institutional Strategies, Silent Conflicts, and Mediation Mechanisms

Conflicts are an inherent feature of academic life, taking diverse forms in universities, including interpersonal tensions, power asymmetries, integrity-related disputes, and harassment. Despite the presence of formal procedures, there is limited empirical evidence on which institutional conflict management strategies lead to better outcomes, how unreported (“silent”) conflicts contribute to escalation and climate deterioration, and how internal mechanisms can be designed to manage conflict without undermining academic autonomy. This multi-study project examines conflict management in higher education using an integrative framework grounded in organizational conflict research and the Job Demands–Resources (JD-R) model. Study 1 consists of a systematic literature review mapping the effects of conflict management strategies on individual and organizational outcomes. Study 2 uses a mixed-method approach to investigate silent conflicts, focusing on why conflicts remain unreported, their consequences, and the institutional factors that facilitate breaking silence. Study 3 develops and tests a model of institutional mediation mechanisms (e.g., ombudsman, mediation, committees) as organizational resources that reduce conflict-related demands and enhance wellbeing, engagement, and retention. The project aims to contribute theoretically, empirically, and practically by informing evidence-based conflict management policies and mechanisms in higher education institutions.