Abstract
This article focuses on how the phenomenon of conflict between buyer and seller in complex projects can be approached from a theoretical and a methodological angle. Two paradigms for approaching conflict are discussed: conflict as a problem to be removed and conflict as a resource and tool for improvement. Constructs to be used include conflict events that indicate traces of conflict. It is further argued that the conflict events should be related to formal and informal governance mechanisms in order to understand how conflict can be used to strengthen the business relationship between the parties.
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