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Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis
Abstract
This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductory textbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated.
... Although cognitive conflicts involve divergent thinking and different outlooks regarding the best ways of performing tasks, relationship conflict focusses on the personal characteristics that create acrimony among peers. The literature denotes that task conflict and relationship conflict are highly related, with the latter usually being conceived as being a consequence of the former (De Dreu & Weingart, 2003;Maltarich et al., 2018;Meier et al., 2013;Simons & Peterson, 2000). The disagreements concerning task performance frequently escalate into hostility towards peers, particularly when there is poor tolerance to differences of opinions, or the inability to integrate. ...
... The role of task and relational conflict is further highlighted by their mediating role in the relationship between CPC and PCB. These results are in line with the negative outcomes of task and relationship conflict that have been identified in the meta-analysis of De Dreu and Weingart (2003). The results accordingly provide further evidence of the negative outcomes of both types of conflict. ...
... This can have long-term consequences, given that PCB has been associated with turnover intentions (Kraak et al., 2017) and employee frustration (Liang, 2019). In addition, task conflict and relationship conflict have been negatively related to team performance and satisfaction with team members (De Dreu & Weingart, 2003). Consequently, the design and management of competitive climates needs to receive careful attention. ...
The current study adds to existing knowledge by investigating how competitive psychological climate (CPC) is associated with employees' perceptions of the extent to which their employer has failed to appropriately fulfil the psychological contract. To test the research model, we collected information from 247 employees in eight companies. The findings suggest that CPC has a positive indirect relationship with psychological contract breach (PCB) through task and relationship conflict. Additionally, we find that a significant (and negative) direct relationship between CPC and PCP only emerges after partialling out mediation by task and relationship conflict. These findings contribute new insights to the literature with regards the outcomes of CPC and the antecedents of PCB. Furthermore, the results support existing evidence concerning the complex set of outcomes that have been associated with CPC and also generates novel insights into the outcomes for intragroup conflict.
... Process conflict is disagreement regarding logistics or means of task accomplishment (resource allocation) and delegation of responsibilities (who is responsible for what) related to ‗how to do' Jehn et al., 2008Jehn et al., , 1999. Relationship conflict is the interpersonal incompatibilities among individuals due to personality clashes and personal likes and dislikes (Jehn, 1997;Jehn & Mannix, 2001), based on personal taste, values, interpersonal styles, political preferences, and social issues (De Dreu & Weingart, 2003;Greer et al., 2008). Again, no comprehensive study has been conducted to determine which type of interpersonal conflict is exacerbated by downsizing. ...
... However, some researchers (De Dreu & Weingart, 2003;Khosravi et al., 2020;van Woerkom & Sanders, 2010) demonstrated that task conflict is also detrimental. Several researchers (Choi & Cho, 2011;Greer et al., 2008;Rispens, 2012) argued that the damaging effects of task conflict are due to its close link with the relationship conflict. ...
... It involves tension, feelings of frustration, irritation, and annoyance among the parties, creating anger and sometimes giving rise to tears (Jehn, 1995(Jehn, , 1997Jehn & Mannix, 2001). Relationship conflict arises due to differences in personal tastes, values, interpersonal styles, and political preferences (De Dreu & Weingart, 2003). ...
Researchers have a long debate regarding the downsizing effects on various performance outcomes. The questions that still need to be addressed by downsizing researchers are how and when downsizing affects performance outcomes, especially innovative performance at the individual level? In addition, downsizing scholars have largely neglected the critical role of interpersonal conflict in fostering the adverse effects of downsizing. Therefore, this dissertation aims to answer these questions with a quantitative study of business professionals working in various organizations in Pakistan. To do so, we conducted three sequential studies to examine the unaddressed and unexplored outcomes of downsizing (e.g., interpersonal conflict, innovative performance). Study 1 examined how and when downsizing leads to interpersonal conflict (e.g., task, process, and relationship conflicts) by detailing the mediating role of workload and the moderating effect of organizational restructuring. In study 2, we examined how and when task and process conflicts lead to relationship conflict by detailing the mediating role of negative emotions and the moderating effect of emotional intelligence. Study 3 examined the relationship between interpersonal conflict (e.g., task, process, and relationship conflicts) and employees’innovative performance by detailing the moderating effects of employees’goal orientations. The findings revealed that downsizing leads to interpersonal conflict among survivors via workload ; however, organizational restructuring minimizes survivors’workload, subsequently reducing interpersonal conflict. The task and process conflicts lead to the relationship conflict via negative emotions; however, employees‘ emotional intelligence minimizes negative emotions, subsequently reducing the relationship conflict. Moreover, interpersonal conflict (i.e., task, process, and relationship conflicts) negatively affects employees’innovative performance; however, employees‘ mastery goal orientation decreases while performance goal orientation increases the adverse effects of interpersonal conflict on innovative performance. Across the three studies, we found general support for our theoretical predictions, contributing to the downsizing and restructuring, interpersonal conflict, emotions and emotional intelligence, innovative performance, and goal orientations literature, and providing practical implications for the managers and employees.
... Deze situaties, waarbij hulpverleners ervaren dat zij in hun werkzaamheden worden gehinderd door het gedrag van omstanders die geen onderdeel zijn van en niet betrokken zijn bij de uit te voeren werkzaamheden, noemen we omstanderconflicten. Hoewel de wetenschappelijke literatuur zich uitgebreid heeft verdiept in conflict en agressie op de werkvloer (Arnetz & Arnetz, 2001;De Dreu & Weingart, 2003;Hershcovis & Barling 2010), is er tot op heden weinig wetenschappelijke aandacht voor het specifieke fenomeen omstanderconflict. Willen we inzicht verwerven in de effecten van omstanderconflict op individuele hulpverleners, hulpverlenende organisaties en hun cliënten, dan is onderzoek naar dit fenomeen noodzakelijk. ...
... Ook op omstanderconflict is deze definitie van toepassing. In de conflictliteratuur is ruim aandacht besteed aan werkgerelateerde conflicten, veelal tussen partijen die elkaar nodig hebben om een bepaald doel te bereiken, zoals conflict tussen collega's of teams (De Dreu & Weingart, 2003;Hershcovis & Barling, 2010;Jehn, 1995;Jehn & Bendersky, 2003;Jehn & Rispens, 2008). In omstanderconflictsituaties ondervindt men juist hinder van een of meerdere personen die zelf geen deel uitmaken van de uit te voeren werkzaamheden, en zich als zodanig buiten het primaire proces van de werknemer bevinden. ...
... Voorbeelden zijn racistische of seksistische opmerkingen van omstanders. Zowel taakconflicten als persoonsconflicten kunnen een negatief effect hebben op welzijn en prestaties (De Dreu & Weingart, 2003;De Wit, Greer & Jehn, 2012). Maar vooral wanneer conflicten persoonlijk van aard zijn, zijn de negatieve consequenties groot, omdat persoonsgeoriënteerd conflict het zelfvertrouwen en zelfbeeld van iemand raakt (Giebels & Janssen, 2005;zie De Dreu & Weingart, 2003;De Wit et al., 2012;Van Erp, Giebels, Van der Zee & Van Duijn, 2011). ...
Hands off! The impact of bystander conflict on public service employees
Hands off! The impact of bystander conflict on public service employees
Public service employees increasingly find themselves being hindered by bystanders while performing their jobs. In the scientific literature the specific phenomenon of bystander conflict has, however, up till now received little attention. In this article we will define bystander conflict and position it in the existing conflict literature. Integrating the literature on conflict, workplace aggression, and work interruptions, we developed a categorization of bystander conflict. Next, on the basis of the Job Demands-Resources (JD-R) model, we argue that, when public service employees are confronted with bystander conflict, this results in negative consequences both at the individual level (e.g., employee wellbeing), and at the team level (e.g., team performance). On both levels resources may be developed and deployed in order to minimize the negative effects of bystander conflict. Besides the theoretical relevance, this model provides practical implications, such as directions for interventions and support that organizations may offer their employees.
... By showing that faultlines can serve as a driver of task conflict, our study contributes to a better understanding of the role of team composition in task conflict emergence (Van Knippenberg and Schippers, 2007). Indicating that the task conflict emanating from social category faultlines is detrimental for team performance, our findings also contribute to the discussion on the performance implications of task conflict in teams (De Dreu and Weingart, 2003;De Wit et al., 2012). In highlighting that the indirect performance effect of social category faultlines via task conflict is affected by differences in societal culture, our study further adds to our understanding of whether the link between task conflict and important outcomes is specific to culture (Nibler and Harris, 2003;Bisseling and Sobral, 2011). ...
... It has been widely acknowledged that faultlines are inherently conflictual (Bezrukova et al., 2012). In line with this notion and building on prior research (Li and Hambrick, 2005;Bezrukova et al., 2007;Thatcher and Patel, 2011), we delineate why we expect social category faultline strength to engender task conflict, i.e., disagreements about task-related ideas, methods, and judgments within a team (Jehn, 1995;De Dreu and Weingart, 2003;De Wit et al., 2012). ...
... However, studies on the link between task conflict and performance could not substantiate this claim. In fact, metaanalytical evidence either shows task conflict to be negatively related to team performance (De Dreu and Weingart, 2003) or indicates that task conflict may have no substantial performance effect (De Wit et al., 2012). While the overall connection between task conflict and team performance is thus still somewhat inconclusive, scholars have emphasized that for several reasons, task conflict emanating from faultlines is likely detrimental for team performance (Li and Hambrick, 2005;Bezrukova et al., 2007;Jehn and Bezrukova, 2010). ...
The present study sheds light on how differences between high- and low-context cultures influence the consequences of social category faultlines. To develop our theoretical arguments, we integrate ideas from faultline theory and Hall’s theory on cultural contexts. We test our hypotheses using survey data from 54 teams in the banking industry in Germany, a nation with a low-context culture, and in Brazil, a country with a high-context culture. In line with our theorizing, the study results reveal that whether social category faultline strength stimulates task conflict and is thus detrimental to team performance depends on the societal culture in which teams operate. Specifically, we observe that social category faultlines stimulate task conflict and thus have a negative indirect effect on team performance in Germany’s low-context culture, while we find no such effects in the high-context culture of Brazil. We discuss the theoretical and practical implications of our study and close with some suggestions for future research.
... independent thinking, non-conformity), whereas conflict refers to tensions within a team as a consequence of real or perceived differences among team members (cf. diversity; see De Dreu & Weingart, 2003;De Dreu & West, 2001). With regard to team conflict, often a distinction is made between task and relationship conflict. ...
... Task conflict refers to (taskrelated) differences in opinions, preferences and the like, whereas relationship conflict refers to incompatibilities in personality, personal tastes, and so on (Jehn, 1994(Jehn, , 1995. Relationship conflict tends to be more personal and intense than task conflict, although task conflicts may easily become personal (e.g., De Dreu & Weingart, 2003). ...
... Overall, however, such a positive relation is not observed in metaanalyses, at least not for task conflict (see De Dreu & Weingart, 2003;De Wit et al., 2012;Hülsheger et al., 2009). There may be two reasons why task conflict does not have the expected positive effects on team creativity and innovation. ...
... Conflict is defined as incompatible actions, postures or states; where one person's actions, posture or state interferes with the desired actions, outcomes or states of another (Ayub et al., 2017;Tjosvold, 2006). There are various types of conflicts including both task and relationship conflict (De Dreu & Weingart, 2003), and conflicts occur in a variety of contexts including both competitive and cooperative situations (Tjosvold & Poon, 1998). Conflict participants demonstrate a variety of orientations toward the conflict management process, TEAM COMMITMENT AND CONFLICT MANAGEMENT ORIENTATION 403 including avoidant, submissive, aggressive and cooperative approaches (De Dreu et al., 2001, Rispens et al., 2021. ...
... Conflict participants demonstrate a variety of orientations toward the conflict management process, TEAM COMMITMENT AND CONFLICT MANAGEMENT ORIENTATION 403 including avoidant, submissive, aggressive and cooperative approaches (De Dreu et al., 2001, Rispens et al., 2021. Conflict management orientations are defined as consistent cognitive and behavioral patterns used to frame and manage conflicts (De Dreu & Weingart, 2003;Thomas et al., 2021Thomas et al., , 1976Van de Vliert, 1997). ...
... The term style is used when referring to the general behavioral preference across situations, whereas the term approach refers to a particular conflict style profile (particular levels and proportions of problem-solving, compromising, TEAM COMMITMENT AND CONFLICT MANAGEMENT ORIENTATION 404 yielding, forcing and avoiding) used in a particular situation. Conflict management orientation (style and approach) has a significant influence on performance at the individual, relational and team levels (Blake & Mouton, 1964;DeChurch et al., 2013;De Dreu & Weingart, 2003;de Wit et al., 2012;De Dreu, 1997;Morrill & Thomas, 1992;Putnam & Poole, 1987;Rahim, 1983;Ruble & Thomas, 1976). Problem solving, and to a lesser extent compromising, are traditionally viewed as cooperative problem-solving styles (De Dreu, 2006). ...
This study examines the relationship between team commitment and the conflict management approach of project team members. Project team members completed measures of team commitment and situational conflict management (approach used in the project team). Pearson product moment correlations support the hypotheses that team commitment is positively associated with cooperative conflict management approaches (compromising and problem-solving), and the Williams T2 test supports the hypothesis that the association between team commitment and a problem-solving conflict management approach is significantly greater than the association between team commitment and a compromising conflict management approach. This research highlights the importance of examining the potential influence of team commitment on the process of managing project conflict.
... Over more than half a century, team conflict at work has continued to receive considerable attention of researchers due to its ubiquitous nature and its consequent effects on employee behaviors and performance [1][2][3]. Task conflict entails disagreements and difference of opinions regarding task activities, ideas, issues and content [4]. A stream of literature and evidence suggests its negative outcomes such as reduced satisfaction from job and diminished wellbeing [1,5,6]. ...
... Task conflict entails disagreements and difference of opinions regarding task activities, ideas, issues and content [4]. A stream of literature and evidence suggests its negative outcomes such as reduced satisfaction from job and diminished wellbeing [1,5,6]. However, a vast variety of literature emphasize that task related disagreements and debates are required at work in order to generate sharing of alternative ideas, constructive criticism, and debates regarding work tasks which promote positive work outcomes such as creativity and effective decision making [7,8]. ...
The role of leaders in conflict management remains the favorite area of researchers. This study aims to introduce a unique role of leaders in conflict named as leader instigated task conflict. We proposed that leader instigated task conflict promotes job crafting behaviors of employees by considering attributions regarding leader instigated conflict as mechanism for this relationship. Data were collected from 247 employees working in teams in marketing departments of different organizations across Pakistan. Data analyses was conducted through multilevel structural equation modeling. Findings revealed that leader instigated task conflict is positively related to promotion-focused job crafting and negatively related to prevention-focused job crafting via the mediating role of constructive conflict instigation attribution and destructive conflict instigation attribution respectively. The current study contributes to the literature on conflict by suggesting that leaders can be a source of task based conflict to achieve its positive outcomes. However, employee attributions play a vital role in achieving the positive outcomes of leader instigated task conflict, hence leaders must be careful about shaping constructive attributions of followers regarding their conflict instigation behavior in order to promote constructive behavioral responses of employees.
... In turn, when team relationship conflict is intense, it is difficult for team members to collaborate effectively (De Dreu & Weingart, 2003de Wit et al., 2012. In addition, team relationship conflict creates a harmful team atmosphere characterized by disruptive emotions, competitions, and dampened morale, which consequently depletes team members' cognitive and emotional resources that would have been devoted to task accomplishment, resulting in lower team performance (De Dreu & Weingart, 2003;De Wit et al., 2012). ...
... In turn, when team relationship conflict is intense, it is difficult for team members to collaborate effectively (De Dreu & Weingart, 2003de Wit et al., 2012. In addition, team relationship conflict creates a harmful team atmosphere characterized by disruptive emotions, competitions, and dampened morale, which consequently depletes team members' cognitive and emotional resources that would have been devoted to task accomplishment, resulting in lower team performance (De Dreu & Weingart, 2003;De Wit et al., 2012). Taken together, we suggest that LMXD can negatively impact team performance via team relationship conflict. ...
Drawing on the social hierarchy within team literature, we contend that leader-member exchange differentiation (LMXD) may function as a coordination-enabling mechanism and as a conflict-enabling mechanism in transmitting its positive and negative effects on team performance. Specifically, we propose that the positive effect of LMXD on team performance is due to its impact on team role clarity whereas the negative effects operate through team relationship conflict. To shed light on the boundary conditions that qualify the divergent mechanisms, we further examine the moderating roles of three team structural characteristics (also referred to as team type dimensions), including authority differentiation (AD), skill differentiation (SD), and temporal stability (TS). We conducted two studies to examine our model, which involve multi-source and multi-phase lagged data from multiple organizations from diverse industries. Across the two studies, we find consistent support for the coordination-enabling mechanism and the roles of AD and SD in qualifying this mechanism. Regarding the conflict-enabling mechanism, both studies support the moderating effect of SD. In contrast, we find limited support for the moderating effect of TS on both the coordination-enabling and conflict-enabling mechanisms, although we were only able to examine this in Study 2. We discuss the implications of these findings for future research on LMXD and team performance.
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... Sieht man sich dagegen Teams mit deutlich erhöhter Elaboration an, überwiegen dort die negativen Effekte. So kann es über die vertiefte Diskussion dazu kommen, dass nicht nur aufgabenbezogene Gegensätze (Aufgabenkonflikt), sondern an sich irrelevante Aspekte debattiert werden, was sich in Beziehungskonflikte(De Dreu & Weingart, 2003), Ziel-/Wertekonflikte(Gebert, 2004a) oder Prozesskonflikte(Jehn & Mannix, 2001) übersetzen kann. Erhöhte Konflikte können über Motivationsprobleme dazu führen, dass die Teammitglieder sich weniger gegenseitig helfen(De Dreu & Vianen, 2001). ...
Die Forschung zur Auswirkung von funktionaler Team Diversity auf Teamleistung hat bisher gemischte Ergebnisse gebracht. Im Kontext der sozialen Identität eines Teams werden im vorliegenden Beitrag zunächst Hypothesen über die Beziehungen zwischen funktionaler Vielfalt, Teamvertrauen, Elaboration und jeweils der Teamleistung als abhängiger Variable aufgestellt. Die Hypothesen werden dann in einer empirischen Feldstudie von 65 Teams aus 49 verschiedenen Organisationen, hauptsächlich aus der D-A-CH-Region, getestet. Im Ergebnis kann das Verhältnis zwischen der funktionalen Vielfalt in Teams und der Teamleistung anhand einer u-förmigen Kurve; zwischen Teamvertrauen sowie dem Kommunikationsstil Elaboration und der Teamleistung dagegen anhand einer umgekehrt u-förmigen kurvilinearen Beziehung beschrieben werden. Das Untersuchungsdesign schafft detaillierte Einblicke in Wirkungszusammenhänge der untersuchten Variablen, generiert Ansätze für weitere theoretische Analysen und bildet die Basis für die Ableitung von Handlungsmaximen für Praktiker in Organisationen.
... Conflict could be defined as the process that results in tension between members of a group due to existing or perceived differences (De Dreu and Weingart, 2003). ...
This study aimed to determine whether there was a correlation between school administrators’ solution-focused approach and their preferences for conflict management strategies. The research design of this study was the correlational survey, which is one of the quantitative research designs. The sample of this study included 248 school administrators, non-parametric tests and correlation analysis were used to analyze the data together with descriptive statistics. The results showed that there was a significant difference among groups of school administrators in terms of the variable of gender, age and seniority. The data relating to the solution-focused approach and conflict management strategies were analyzed and presented separately in detail. In terms of examining the correlations between solution-focused approach and conflict management strategies preferred by school administrators, Spearman’s correlation analysis was conducted and the results showed that there were both positive and negative relationships among those variables.
... Task conflict is healthy for groups, and beneficial in two ways. "Groups that experience task conflict tend to make better decisions because task conflict encourages greater cognitive understanding of the issue being discussed" [68] (p. 742). ...
Addressing today’s most pressing challenges requires collaboration between professionals of different disciplines and the capacity to work effectively across sectors. Cross-sector partnerships (CSPs) are an increasingly common vehicle for doing so, but too often they fall short of achieving the desired social impact. Three years of research alongside a unique multi-sector partnership to prevent human trafficking identifies lack of shared understanding as the main problem, caused by conflict avoidance during early stages of partnership development. Counterintuitively, controversy is necessary to develop shared norms, power structure, and communication practices—all elements of participatory design—through a process of stakeholder dialogue. Effective dialogue requires people to explore, confront, and contest diverse perspectives; however, research finds that groups are more likely to avoid conflict and engage in consensus-confirming discussions, thereby undermining their effectiveness. Using the singular case study of a cross-sector partnership that formed to enact new anti-trafficking legislation, this study examines how conflict avoidance constrained the performance and sustainability of a cross-sector, multi-actor collaboration. The study finds that conflict avoidance stifles shared understanding of governance, norms, and administrative practices, negatively impacting multiple processes that are important to sustainable collaborations. The conclusion drawn is that conflict management should receive greater attention in the study and practice of cross-sector partnerships.
... Semakin tinggi nilai individual relationship conflict maka garis hubungan work engagement dan technical performance semakin melemah (landai). Temuan ini memvalidasi penelitian-penelitian sebelumnya bahwa konflik hubungan umumnya ditemukan memiliki pengaruh negatif dan merugikan fungsi tim dan individu (De Dreu & Weingart, 2003;Amason, 1996;Simons & Peterson, 2000). Penelitian dalam domain konflik interpersonal di tempat kerja lintas budaya dan konteks membuktikan bahwa konflik hubungan merugikan individu maupun organisasi (Kuriakose & Jose, 2016). ...
... To explore when and why conflict experiences affect individuals, we focus on the 1 As noted above, our focus is on conflict behaviors, rather than conflict perceptions. Conflict scholars have demonstrated a distinction between conflict types and behaviors as conflict types are the cognitive and affective states within individuals, they may or may not manifest in conflict behaviors (De Dreu & Weingart, 2003;Thomas, 1992). Because of this, many have challenged the effort toward delineating a typology of conflict as it obscures conflict as a group phenomenon and limits our understanding of the unfolding processes of conflict (see De Dreu & Gelfand, 2007;Korsgaard et al., 2008). ...
... Establishing and maintaining a cohesive collaborative climate encourages open debate and discussion between PIs and stimulates a free exchange of ideas (Hall et al., 2012). Similarly, a cohesive collaborative climate also facilitates the constructive resolution of relationship or task conflicts that arise (De Dreu & Weingart, 2003), the integration of intra-project research findings (Hall et al., 2012) and effective error management at the cluster level (Cooke & Hilton, 2015). ...
The state of research in the Science of Team Science is characterised by a wide range of findings on how successful research collaboration should be structured. However, it remains unclear how the multitude of findings can be put into a hierarchical order with regard to their significance for the success of cooperation. This is where the article comes in: based on the state of research, the question of which intra- and interpersonal factors are most significant for the success of a research team is investigated. In order to explore the ten most important reasons for the success of a research collaboration, a Random Forest classifier is specified that predicts the success of research collaborations on the basis of 51 input variables. The analyses presented in the paper are based on representative survey data on n = 1.417 principal investigators and spokespersons of ongoing and completed research clusters funded by the German Research Foundation. The success of a research cluster is operationalised as the extent to which it has achieved the goals that it communicated to the funding agency before it began. Highly realistic and clear research objectives are central to the success of research clusters, as are comprehensive agreement on objectives, close interconnection of the subprojects’ research work and a fair and trusting cooperation climate.
... Meta-analytic evidence suggests that relationship conflicts (i.e., conflicts around different interpersonal styles and personality), in particular, have a strong negative association with well-being outcomes. In contrast, task conflicts (i.e., disagreements about the best way to pursue a goal and accomplish tasks) show less negative or even weak positive associations with hedonic well-being (DeChurch et al., 2013;De Dreu & Weingart, 2003). Moreover, competing and avoiding conflict-handling styles are negatively related to these outcomes (DeChurch et al., 2013). ...
Research in psychology and organizational behavior has made substantial progress in understanding what affects employee health and well‐being. In this review article, we describe how characteristics of individual workplaces (job resources, job stressors), interpersonal and teamwork factors, leadership, and specific behaviors contribute to health and well‐being. We summarize findings from intervention research and discuss how health and well‐being, in turn, predict perceived work characteristics and behavior at work. We highlight emerging topics in the field (job‐related health and well‐being during the COVID‐19 pandemic, technology‐enabled connectivity to work, micro‐interventions, dynamism in health and well‐being). We include a cross‐cultural and international perspective and address issues related to diversity and inclusion in organizations. We provide suggestions on how research can proceed in the future and point to practical implications that can improve employee health and well‐being. This article is protected by copyright. All rights reserved
... However, there are several reasons to expect an intervention such as RW to be especially beneficial to those who experience a power disadvantage. First, effectively structuring information-as RW does-might be especially helpful to those who perceive a power disadvantage, as their higher levels of stress might make ordering complex information more challenging to them (De Dreu & Weingart, 2003;Giebels & Janssen, 2005. 3 Second, psychological research tells us that those without power are likely to be motivated to regain control (Shnabel & Nadler, 2008;SimanTov-Nachlieli et al., 2013) will pay more attention to information related to their divorce (Fiske & Dépret, 1996; and can benefit from reducing uncertainty at the outset of a conflict (Bollen & Euwema, 2013). Third, individuals may perceive themselves at a power disadvantage because they may not be aware of potential power bases such as subsidized legal aid or may not know how to capitalize on available power bases if they lack knowledge of the legal framework of a divorce (Fiske & Dépret, 1996;Greer & Bendersky, 2013;Kim et al., 2005). ...
... Specifically, a team's cognitive diversity can be reflected in members' diverging personalities and values (Cronin and Weingart, 2007), which may trigger interpersonal incompatibilities leading to relationship conflict (Jehn, 1995). Relationship conflict can generate negative emotions (Breugst and Shepherd, 2017), reduced self-identity (De Dreu and Weingart, 2003;Knight et al., 2017), diminished psychological safety as well as greater suspicion within the team (Yang and Mossholder, 2004), and communication difficulties (Horwitz and Horwitz, 2007;Jehn et al., 1999). Therefore, relationship conflict can undermine the coordination of the founders in a team (see Jehn and Bendersky, 2003). ...
As many new ventures are started by founding teams, it is these founding teams that likely engage in creating their venture’s culture. We draw on theories of cultural dynamics and the literature on team cognitive diversity to investigate the creation of a new venture’s culture. Specifically, we theorize how a founding team’s cognitive diversity impacts the team’s production of cultural information and the transmission of that information throughout the venture. Cognitive diversity directly influences the founding team’s production of cultural information by shaping the diversity of the information set and the speed of its production. Moreover, cognitive diversity can give rise to faultlines within the venture, impacting how venture members interpret cultural information. Importantly, our model suggests a complex interplay between the production and interpretation of cultural information. Understanding culture creation in new ventures is important because a new venture’s culture shapes its legitimacy and thus its access to stakeholder resources for venture emergence.
... Another potential difficulty with teamwork is that group members can experience a cognitive overload when facing unstructured tasks (Dreu, Carsten, and Weingart 2003). Thus, a leadership role is encouraged in facilitating team learning behaviour (Koeslag-Kreunen et al. 2018) which can influence peers, both individually and collectively, to understand and agree about task goal and required activities to accomplish shared objectives (Yukl 2010) p. 8). ...
Project-based learning (PBL) has been found to deepen learning and develop employability skills for students through active engagement with the learning materials. Foundation, first and second year Biomedical Science students at the University of Sussex were introduced to a PBL exercise. Each class had an approximate student to staff ratio of eighty to two. Students were put into groups of four to five and asked to create a revision guide for a disease system, which was then shared among the cohort for exam preparation. Students were later surveyed on the effectiveness of this group activity. 74% indicated the activity helped them integrate knowledge from previous modules, with the majority of the students scoring the activity 4 out of 5 for consolidation of knowledge. 75% of the participants who took part before the pandemic indicated that the tasks enabled them to build a cohort identity, with 59% students feeling similarly during the pandemic. Additionally, we qualitatively assessed the development of transferrable skills, such as teamwork, effective communication and time management. The results of the questionnaire suggested that students were able to gain these skills. This paper outlines the study, discusses benefits and limitations, and provides potential solutions for the future.
The development and existence of Psychological Capital (PC) and Conflict Management (CM) among employees could have an influence on positive work-related attitudes and behaviour for instance Employees ’ Engagement (EE) in every sector of the industry. There is a gap in the management studies which cover the relationship of psychological capital and employees’ engagement with the moderating role of conflict management specifically among the employees working in the financial services sector. This study is an effort to examine this association between psychological capital and employees ’ engagement with the moderational role of integrating style of conflict management in the financial services sector of Islamabad. These variables are becoming vital and play a significant role in business operations. A cross-sectional survey design was implied to gather primary data. A questionnaire comprised of established scales was administered to 600 employees belonging to the financial service sector, including various banks, investment companies, insurance companies, brokerage firms, and real estate companies located in Islamabad, the capital of Pakistan, with Ninety Two percent (92%) response rate. A deductive research approach has been adopted and positivism philosophy is implied in this study. The collected data was then analysed with the inference of correlation and counter checked by bootstrapping analysis, regression, confirmatory factor analysis (CFA), and structural equation modeling (SEM) were run through Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS) to evaluate the research model. The results of the analysis indicate that psychological capital positively influences employees’ engagement significantly in the financial services sector and this relationship improves further positively with the inclusion of an integrating approach or style of conflict management, when conflicts are handled and managed effectively and efficiently. The current study would give helpful directions to the managers of the financial services sector and others and has implications for the design and implementation of employees’ engagement practices and employees’ engagement policies to improve employees ’ performance at workplaces. Overall, this effort will contribute towards the being literature on the history of employees ’ involvement, by investigating the unswerving impact of psychological capital on employees ’ engagement and with the moderating impact of integrating approach or style of conflict management in the financial services sector. This study will also highlight the importance and implementation of psychological capital, conflict management, and employees’ engagement in the financial services sector in a developing country like Pakistan.
Purpose
How to depict conflict characteristics? Previous literature has overwhelmingly used intensity and frequency of conflict, resulting in an incomplete understanding of conflict itself and its impacts. To fill this knowledge gap, this paper aims to develop a comprehensive theoretical framework for conflict attributes.
Design/methodology/approach
Through a systematic and integrative literature review, this study has achieved the objectives by synthesizing the current state of knowledge on conflict and borrowing insights from event system theory.
Findings
A total of 16 conflict attributes were identified to constitute the event-oriented conceptualization of conflict, describing conflict from three dimensions – strength, time and space. Four promising areas for future conflict inquiry are proposed: linking the effectiveness of conflict to its attributes; exploring the interplay and configuration of multiple conflict attributes; progressing from variance- to process-oriented conflict theories; and developing symmetric/asymmetric views of conflict.
Originality/value
This paper conceptually clarifies conflict attributes from the event perspective and offers a nuanced understanding of conflict, which contributes to the current fragmented knowledge of conflict attributes. Scholars can build on this study’s findings to fill gaps and move conflict research forward. It also enhances researchers’ awareness of time and space and thus encourages more longitudinal exploration into the dynamics of conflict.
Purpose
The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.
Design/methodology/approach
Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.
Findings
The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.
Originality/value
By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.
Educational Institutions intend to undergo multiple transformational alterations, hence, it is important to recognize and hold a grip specifically on those organizational factors that impact an employee's performance. The purpose of this study is to develop a model of conflict handling approaches and its impact on team performance. By specifically focusing on education sector employees of Pakistan, the present study attempts to analyze the how team members mingle with the conflict through appropriate conflict handling approach and how the particular approach employed by team members effect the overall team performance. Data and individuals' opinions collected from 240 employees in public and private education sector of Pakistan were analyzed. The sampling technique used is available sample approach. Findings show that conflict handling approaches in public and private education sector has a great influence on team performance and it shakes the performance of employees at a significant level.
Conflicts play an important role to improve group learning effectiveness; they can be decreased, increased, or ignored. Given the sequence of messages of a collaborative group, we are interested in recognizing conflicts (detecting whether a conflict exists or not). This is not an easy task because of different types of natural language ambiguities. A conversation can be represented as a conversation graph; i.e., a direct multidigraph where the nodes are users, and an edge means a message. The approach proposed in this paper focuses on the emotional interactions of group members. Hence, to detect conflicts it analyzes emotions involved in the cycles of the graph. This strategy has the advantages of considering the sentiment of a sequence of messages to take a better decision and analyzing interactions with two or more participants. The proposed approach has been tested in collaborative learning tasks, achieving an F1 score of 92.6%, and a 90.1% recall score for conflicting situations. This approach can help teachers and students to improve the learning process.
The Cambridge Handbook of Creativity and Emotions provides a state-of-the-art review of research on the role of emotions in creativity. This volume presents the insights and perspectives of sixty creativity scholars from thirteen countries who span multiple disciplines, including developmental, social, and personality psychology; industrial and organizational psychology; neuroscience; education; art therapy, and sociology. It discusses affective processes – emotion states, traits, and emotion abilities – in relation to the creative process, person, and product, as well as two major contexts for expression of creativity: school, and work. It is a go-to source for scholars who need to enhance their understanding of a specific topic relating to creativity and emotion, and it provides students and researchers with a comprehensive introduction to creativity and emotion broadly.
Conflict is impossible to be avoided but possible to be managed. So, conflict can be healthy if it is managed effectively. This paper aims to explore the role of conflict management in improving the creative behavior of employees who work in the airlines. A mixed-method was applied to collect data; a questionnaire and in-depth interview. A simple random method was used. 486 questionnaires were valid for statistical analysis. Single and multiple regression analyses were utilized to investigate the role of conflict management in enhancing the creative behavior of employees. The results show that three styles of conflict management, namely integrating, obliging, and compromising have a positive effect on creative behavior while dominating and avoiding styles have a negative effect. The study recommends that the managers of airlines in Egypt should pay more attention to the most effective method while dealing with conflict. The managers can use integrating, obliging, and compromising conflict management styles, which play a vital role in improving the creative behavior of employees.
Purpose
In this meta-analysis, the authors investigate the relationship between self-construal and conflict management strategies and shed light on the inconsistent findings in the literature. Moreover, they examine the mediating role of face concerns in this relationship. Importantly, the present meta-analysis is the first to test the assumptions of face-negotiation theory with the meta-analytic structural equation modeling (MASEM), which enabled the authors to test the hypothesized relationships in one single model.
Design/methodology/approach
The authors used the method of MASEM to test the relationship between self-construal and conflict management and assess the mediating role of face concerns. In this regard, the authors employed one-stage meta-analytic structural equation modeling to perform MASEM and its moderators.
Findings
Two hundred fifty-four effect sizes based on thirty-three studies were pooled in this meta-analysis. The authors found that individuals with stronger independent self-construal and stronger self-face concerns were more likely to use forcing. Moreover, the relationship between independent self-construal and forcing was mediated by self-face concerns. Individuals with a stronger interdependent self-construal and individuals with stronger other-face concerns were more likely to use problem-solving and yielding. The relationship between interdependent self-construal and problem-solving and yielding was mediated by other-face concerns. Finally, interdependent self-construal also had an indirect effect, via other-face concern, on avoiding and compromising.
Originality/value
The present meta-analysis is the first effort that the authors are aware of to test the assumptions of face-negotiation theory (FNT) using MASEM method. The authors used one-stage meta-analytic structural equation modeling viewed as the state of the methods to perform MASEM and its moderators. They employed full information meta-analytic structural equation modeling to show the generalizability and heterogeneity of structural equation modeling parameters. They applied studentized deleted residuals to assess outlier analysis and also conducted different methods to perform MASEM to check the robustness of the findings resulted. Finally, the current study adds multiple methods of assessing for publication bias.
Purpose
This paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and intra-team competitive climate are also examined.
Design/methodology/approach
This research collects data from 419 employees and 71 supervisors from hospitals and financial companies in China. Techniques include descriptive statistics and hierarchical multiple regression are applied to analyze the data.
Findings
This research finds that (1) team relationship conflict mediated the relationship between ASD and team performance and (2) intra-team competitive climate strengthened the indirect relationship between ASD and team performance through team relationship conflict.
Practical implications
The results indicate that organizations should take measures to minimize the occurrence of abusive supervision. Team leaders should increase self-control and avoid abusing employees. Furthermore, organizations should establish an open and fair reward and punishment system to avoid cutthroat competition.
Originality/value
This study advances our knowledge of how ASD results in poor team effectiveness. This contributes to the literature by identifying team relationship conflict as a mediating mechanism linking the negative association of ASD with team performance. Additionally, competitive climate enriches the individual-focused team-level model of abusive supervision.
This research looked at organizational conflict as a panacea for economic development. The Delta State Civil Service was the subject of the research. A five-point Likert scale questionnaire was used to gather the respondents' replies. The study questions were assessed with the use of descriptive statistics and a correlation matrix, and the questionnaire was coded using an excel spreadsheet. The respondents' profiles were also examined using manual basic percentage analysis. With the help of SPSS version 23, the study's assumptions were put to the test utilising multiple regression statistical methods. The results showed that there is a significant positive relationship between the Economic Development (ED) of Delta State Civil Service Commission, and Gender Negotiation (NG) (0.001–0.005); there is also a significant positive relationship between Economic Development (ED) and collective bargaining (CB) (0.000–0.05); The p-value (0.0030.05) with Economic Development of Delta State Civil Service Commission shows that there is a significant positive relationship between interpersonal communication (IC) and Economic Development (ED) of Delta State Civil Service Commission (0.0170.05); According to the study's findings, organizational conflict significantly and favourably impacted the economic development of Delta State Civil Service Commission in Delta State, Nigeria. The study recommends that Delta State Civil Service Commission maintain and enhance its interpersonal communication, as this would act as the driving force behind increased economic development.
Technological breakthroughs have made it possible to collect continuous live location information through mobile devices. As such, location-based data has greatly impacted the development of contemporary proximity marketing which takes into account “closeness” between two objects and this is further applied for marketing purposes. As information regarding specific customer locations on their movements into/out of a pre-defined virtual boundary can be detected and identified, through the interactivity between mobile devices and proximity hardware, pre-programmed marketing actions will be triggered and relevant materials will be delivered to customers at the right time and in the right place. These potential customers can eventually be guided away from their original consumption intention. Such geographic location-based, interactive proximity marketing has been receiving increasing attention from both practitioners and academicians in recent years. In this chapter, the authors attempt to clarify the concept, discuss its benefits, elucidate proximity marketing technologies, and illustrate practical implications. Further, a comprehensive review of the limited extant scholarly works is conducted. Through this review, a conceptual framework is thus developed. Finally, an agenda for future research is provided to serve as a base for future studies into this crucial and yet often neglected field of proximity marketing.KeywordsProximity marketingLocation-based serviceMobile commercereal-time location detection
Organizational conflict was proposed by dividing it into task conflict and relationship conflict. However, conflict is dynamic and therefor, the conflict transformation is recognized as an important topic in organizational conflict. In particular, task conflict can be easily transformed into relationship conflict due to emotional expression and misattribution in the process of conflict. In addition, task conflict can negatively affect employees’ attitudes if it is transformed into relationship conflict even though task conflict can function properly. This transformation of conflict can become more active under certain conditions, and leaders play an important role in this transformation because leaders have an important influence on conflict management. Therefore, this study examined the effect of the transition from task conflict to relationship conflict on burnout and the moderating effect of leaders in the relationship between task and relationship conflict. To this end, surveying 721 employees in 15 departments, and multilevel mediation and moderation analysis were performed. As a result of analysis, employees’ burnout increased when task conflict transformed into relationship conflict. In addition, greater the LMX differentiation of leader, greater the effect of task conflict on relationship conflict. Finally, theoretical and practical implications were discussed for leadership and conflict management.
Instructors of college level business courses utilize group assignments to stress the importance of collaborative work in professional organizations for students. How instructors determine team formation, whether assigning students to groups or allowing students to form their own groups, could impact the effectiveness of the group regarding their cohesiveness, conflict, or social loafing. Best practices suggest that instructors strategically assign students to teams to maximize the diversity of the members. However, could the diversity of group members contribute to conflict amongst members? Could the formation method contribute to the members’ functioning as a team or group? The research questions in the study are: To what degree does team formation method impact (1) members’ conflict; (2) members’ cohesiveness; (3) members’ social loafing; and (4) members’ functioning as a team or group? Over 2 years, simultaneous sections of the same management course utilized different team formation procedures. Each year in one section, the instructor designed teams to maximize diversity of members. In the other course section, students freely formed their own teams. The findings suggest that instructor-designed diverse teams did not increase member conflict. Also, student-selected teams did not improve team cohesiveness. However, instructor-designed diverse teams did impact social loafing and the members’ functioning as a team.
This study is to analyze internal and external conflicts among performers in the cooperatives
which are established according to the Fundamental Law of Cooperatives (2012). Analyzing the
reason of conflicts and classifying the categories of them is additional purpose. At first, I
examine the essential performers in the cooperatives located in Daegu Metropolitan City, Korea
and analyze the reason of conflicts through personal in-depth interviews. This study concludes
the reason of internal conflicts are emotional difference among performers, inexperience in
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operating procedure, confusion of roles, value difference, distrust resulted from misuse of power.
The reason of external conflicts are lacking in interest of local governments, deficiency of legal
system, competition among similar businesses and hegemony system. Although conflicts in the
operating procedure of cooperatives have merits and demerits respectively, we have to settle
down them for the cooperatives’ stable development. As a result, the policy countermeasure
about the conflicts is needed.
While many researchers suggest that relational conflict has adverse performance effects in family firms, the exact mechanisms through which conflict harms performance are rarely empirically investigated. This paper explores the role of family social capital in the relationship between relational conflict and family firm performance. We hypothesize that the negative relationship between relational conflict and family firm performance is partially mediated by family social capital, while family ownership moderates the relationship between relational conflict and family social capital. In a sample of 175 U.S.-based small and medium-sized family firms recruited through Prolific Academic, we find that relational conflict harms firm performance indirectly through the erosion of family social capital. However, no evidence of a direct negative effect of relational conflict on performance is found. Our results also indicate that the negative relationship between relational conflict and family social capital is intensified by family ownership. We discuss the implications and contributions and present relevant directions for future research.
This chapter provides an exploration of the issues and factors of getting students ready for collaborative active learning (CAL). First and foremost, students need to be taught on how to collaborate effective in group-based learning using the framework of participation (Black-Hawkins, 2013) to increase the effectiveness of interaction and also the Social Interdependence Theory (Johnson & Johnson, 2013) to maximise the collaborative potential of groups. Once students have accepted the CAL approaches, they can reap the benefits of feedback and assessment that are designed to support learning. In what follows, the CAL approaches will create environments conducive for students to peer instruct one another. In peer instruction students must not be suppressed into accepting their peer teaching with no choice or say. They have to realise that it is a joint effort and not a sole responsibility of one or two members in a group. Unsurprisingly, there are students, particularly, the lower-performing ones may resist CAL approaches. The possible causes are these group of students are relatively weak in self-regulation and social interaction which are two essential components for the success of CAL. Therefore, lecturers have to mitigate this resistance with effective strategies.KeywordsFramework of participationSocial InterdependenceAssessment for learningPeer instructionStudent resistancePeer formative feedback
Collaborative active learning (CAL) can transform a traditional classroom to a positive and shared learning environment. In an attempt to explore this claim, an experiment was conducted in a higher education institute that delivers undergraduate and postgraduate degree programmes to students from multiple cultural backgrounds. The subjects chosen were from the Information Technology discipline and a medium sized class that consisted of 50 students. The class schedule was prepared to be delivered within twelve weeks incorporating flipped learning strategies with pre-, in- and post-class activities. Case studies have been an eye opener for the students to learn how the theories learned in the class apply in real-world context and the underlying problems identified through the case studies are solved by practicing the problem-based learning approach. In between the weekly sessions, the students take part in Moodle forum discussions and maintain a weekly log book to keep track of their progress. This whole approach has produced excellent results in achieving the learning outcomes, positive feedback on student satisfaction, better grades compared to the previous offerings of the same content in a traditional lecture-lab format.KeywordsCase studyProblem-based learningFlipped classroomsCollaborative active learningInformation technology
Teachers who want to teach effectively with technology have to draw from the synergies between three essential knowledge bases—their content knowledge, their pedagogical knowledge and their technological knowledge. Mishra and Koehler (2006) conceptualized this as TPACK, or technological, pedagogical and content knowledge. This chapter describes and discusses how an improvised problem-based learning (PBL) design was used to help in-service teachers develop TPACK. The underlying PBL process was based on the IDEAL model. Improvisations included incorporation of guided instruction as well as socialisation, externalization, combination and internalization (SECI) processes in everyday learning activities. Both qualitative and quantitative evidence suggest that this improvised PBL design was helpful in helping in-service teachers draw from the synergies between their three essential knowledge bases. Different technologies and uses of technologies were shared, learned and developed during the course of a 14-week semester. Proposals for future implementations are also discussed.KeywordsProblem-based learningReal-world problemsDiagnosis-solution problemsDesign problemsScaffoldingCollaborative learning
Communication technologies have significant social impacts, and it is important to consider how designers' and developers' values shape their design. Increasingly, these technologies are released as continually evolving platforms and services, so their development involves ongoing discussions and debates about unforeseen problems and future directions. However, there is a gap in research about how designers, developers, and other stakeholders engage with values during later stages of development. We investigate discussions about values in the context of open source software development, focusing on projects related to the Decentralized Web. We conducted a large-scale analysis of GitHub issues among diverse yet ideologically-related projects. We show that the percentage of discussions about values increases later in development, and we identify features and outcomes of conflicts related to open source participants' values. Finally, we propose suggestions to improve upon existing discussion practices by supporting common ground among collaborators with diverse goals, perspectives, and experiences.
Working remotely from home during the COVID-19 pandemic has resulted in significant shifts and disruptions in the personal and work lives of millions of information workers and their teams. We examined how sleep patterns---an important component of mental and physical health---relates to teamwork. We used wearable sensing and daily questionnaires to examine sleep patterns, affect, and perceptions of teamwork in 71 information workers from 22 teams over a ten-week period. Participants reported delays in sleep onset and offset as well as longer sleep duration during the pandemic. A similar shift was found in work schedules, though total work hours did not change significantly. Surprisingly, we found that more sleep was negatively related to positive affect, perceptions of teamwork, and perceptions of team productivity. However, a greater misalignment in the sleep patterns of members in a team predicted positive affect and teamwork after accounting for individual differences in sleep preferences. A follow-up analysis of exit interviews with participants revealed team-working conventions and collaborative mindsets as prominent themes that might help explain some of the ways that misalignment in sleep can affect teamwork. We discuss implications of sleep and sleep misalignment in work-from-home contexts with an eye towards leveraging sleep data to facilitate remote teamwork.
Drawing upon behavioral plasticity argimients, we posited that self-esteem is an important factor explaining the effects of two group characteristics, relationship conflict and task interdependence, on group memhers' performance and satisfaction. Results hased on data from a sample of individuals working in classroom groups over a four-month period showed that when task interdependence was high, low self-esteem attenuated the negative relationship between relationship conflict and peer evaluations and exacerbated the positive relationship between relationship conflict and absenteeism.
In this study we develop a model of how diversity in positive affect (PA) among group members influences individual attitudes, group processes, and group performance. We test the model on a sample of 62 U.S. top management teams. Greater affective fit between a team member and his or her group is related to more positive attitudes about group relations and perceptions of greater influence within the group. Results also suggest there is a negative relationship between a team's diversity in trait positive affect and both the chief executive officers' use of participatory decision making and financial performance. Exploratory analyses reveal that affectively diverse, low mean trait PA groups experienced the greatest task and emotional conflict and the least cooperation. Analyses of diversity in trait negative affect produced no significant results. We discuss the implications of our study for the group emotion, team composition, group performance, and top management team literatures.
A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators (task type and task interdependence) on workgroup outcomes. Informational diversity positively influenced group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this effect. Social category diversity positively influenced group member morale. Value diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. We discuss the implications of these results for group leaders, managers, and organizations wishing to create and manage a diverse workforce successfully.
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
In a longitudinal study, we found that higher group performance was associated with a particular pattern of conflict. Teams performing well were characterized by low but increasing levels of process conflict, low levels of relationship conflict, with a rise near project deadlines, and moderate levels of task conflict at the midpoint of group interaction. The members of teams with this ideal conflict profile had similar pre-established value systems, high levels of trust and respect, and open discussion norms around conflict during the middle stages of their interaction.
This chapter presents the description of research on social influence that moves rather freely between laboratory settings and organizational contexts. The laboratory studies follow several well-developed research paradigms, with variations in conditions and resultant findings occurring in a cumulative fashion. The organizational studies of social influence have tended to draw on a wide variety of psychological and sociological theories, resulting in a more disparate set of findings that have rarely been drawn together. Whereas the social psychological work has typically been experimental, the organizational research ranges from quantitative experiments and surveys to more qualitative case studies. Thus, the integration of work on social control and innovation will necessitate mixing results with varying levels of internal and external validity. The chapter explains the discussion of social control and innovation that moves freely between the microscopic and the macroscopic. The chapter explores the way the studies of organizational behavior can profit from knowledge of more basic social influence processes and the way experimental group research can be enriched by an understanding of more complex organizational processes.
Meta-analysis is arguably the most important methodological innovation in the social and behavioral sciences in the last 25 years. Developed to offer researchers an informative account of which methods are most useful in integrating research findings across studies, this book will enable the reader to apply, as well as understand, meta-analytic methods. Rather than taking an encyclopedic approach, the authors have focused on carefully developing those techniques that are most applicable to social science research, and have given a general conceptual description of more complex and rarely-used techniques. Fully revised and updated, Methods of Meta-Analysis, Second Edition is the most comprehensive text on meta-analysis available today. New to the Second Edition: * An evaluation of fixed versus random effects models for meta-analysis* New methods for correcting for indirect range restriction in meta-analysis* New developments in corrections for measurement error* A discussion of a new Windows-based program package for applying the meta-analysis methods presented in the book* A presentation of the theories of data underlying different approaches to meta-analysis
In this quasi-experimental study we investigate value congruence and demographic dissimilarity among group members as factors which influence various types of conflict within workgroups. We also examine whether it is beneficial for members to be different or alike, to agree or disagree, in order to foster work group productivity. Results indicate that visible individual demographic differences (i.e., sex, age) increase relationship conflict, while informational demographic differences (i.e., education) increase task-focused conflict. Value congruence of members decreased both relationship and task conflict, and the specific content of the values held by members influenced performance. Specifically, both detail and outcome group value orientations increased objective performance; outcome, decisiveness, and stability orientations increased perceptions of high performance; and both decisiveness and supportiveness orientations increased the satisfaction level of group members while a team orientation decreased individual member satisfaction in this sample.
A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would affect the level and quality of team innovation. The results suggested that group processes best predict the overall level of team innovation, whereas the proportion of innovative team members predicts the rated radicalness of innovations introduced. Resources available to teams do not predict overall team innovation. The quality of team innovation (radicalness, magnitude, and novelty) may be determined primarily by the composition of the team, but overall level of innovation may be more a consequence of the team's characteristic social processes. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Argues that a category of performance called citizenship behavior is important in organizations and not easily explained by the same incentives that induce entry, conformity to contractual role prescriptions, or high production. Data were collected from 422 employees and their supervisors from 58 departments of 2 banks to examine the nature and predictors of citizenship behavior. Results suggest that citizenship behavior includes at least 2 dimensions: altruism, or helping specific persons, and generalized compliance, a more impersonal form of conscientious citizenship. Job satisfaction, as a measure of chronic mood state, showed a direct predictive path to altruism but not generalized compliance. Rural background had direct effects on both dimensions of citizenship behavior. The predictive power of other variables (e.g., leader supportiveness as assessed independently by co-workers and extraversion and neuroticism as assessed by the Maudsley Personality Inventory) varied across the 2 dimensions of citizenship behavior. (31 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Contends that in most studies comparing majority and minority influence, there is an emphasis on influence in the sense of prevailing. Within this context, evidence exists that majorities exert more public influence and that minority influence, when it occurs, tends to operate primarily at the latent level. In the present formulation, it is proposed that the differences between majority and minority influence are more extensive once influence is considered in a broader context and that exposure to persistent minority views fosters greater thought about the issue. Furthermore, this thought tends to be divergent rather than convergent, so that people tend to be better decision makers because they attend to more aspects of the situation and reexamine premises. By contrast, it is proposed that exposure to persistent majority views fosters convergent thinking and leads to an unreflective acceptance of the majority position. Three studies by the author (1976) and by the author and J. Kwan (1985) that directly tested some of the propositions are reviewed, and the formulation is linked to available knowledge in the areas of social cognition, creativity, and problem solving both at the individual and group levels. (64 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Participants were led to expect either cooperation or conflict, and then performed K. Duncker's (1945) functional-fixedness task (Experiment 1) or E. Rosch's (1975) categorization task (Experiment 2). Those who expected cooperation, compared with those who expected conflict, were more likely to solve Duncker's task and used categories more inclusively, that is, rated low-prototypic exemplars of a category as better members of the category. In Experiment 3, the direct experience of cooperation and conflict had the same effect on categorization. In Experiment 4, participants were classified as having cooperative, competitive, or individualistic social values, and were led to expect either cooperation, conflict, or neither in a control. In the control, cooperators used categories more inclusively than competitors or individualists. Competitors used categories least inclusively in the conflict condition; in the cooperation condition, they used categories most inclusively. These results are interpreted in terms of the possible mediating role of cognitive organization in individual and intergroup conflict resolution. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The effects of conflict on strategic decision making effectiveness and organizational performance Most scholars and practitioners agree that the complexities and pressures of strategic decision making can often produce conflict (Carter, 1971; Hickson, Butler, Cray, Mallory & Wilson, 1986; Mintzberg, Raisinghani & Theoret, 1976). The effect this conflict has on the decision making process, however, is unclear (Eisenhardt & Zbaracki, 1992). Traditional wisdom holds that conflict hinders decision making. Conflict can disrupt the exchange of information among the team of decision makers, reducing decision quality. Conflict can undermine the commitment that is needed to get the decision properly implemented. Finally, conflict can reduce satisfaction and affective acceptance among the team members, threatening cohesion and the prospects for future decisions (Schweiger, Sandberg & Ragan, 1986; Schweiger & Sandberg, 1991). However, there is also reason to believe that conflict improves decision making. Conflict can enhance decision quality by encouraging thorough evaluation of ...
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Although equity theory has dominated the conception of justice in organizational relations, equality also shapes justice expectations and behaviors. Therefore, there are two basic and, in principle, inevitable pressures toward conflict: (a) one stems from equity violations and results in overt conflict involving attempts to restore justice and (b) the other stems from equality violations and results in nondirected conflict that is symptomatic of decreased social cohesiveness. Power shapes distributive orientations, and, therefore, it is an important determinant of conflict pressures. A framework linking distributive justice principles, power, and conflict is advanced and used to suggest a new perspective on issues of organizational strategy.
This paper focuses on the relationship between the internal dynamics and success of a population of intense work groups, professional string quartets in Great Britain. We observed three basic paradoxes: leadership versus democracy, the paradox of the second violinist, and confrontation versus compromise. The central findings indicate that the more successful quartets recognized but did not openly discuss the paradoxes. Instead, they managed these inherent contradictions implicitly and did not try to resolve them. The discussion addresses the study of intense work groups, the forces that drive these paradoxes, and potential applications to other organizational groups.
Increasing competition resulting from the global and technological nature of markets has heightened the need for businesses to rely on cross-functional new product teams to produce innovations in a timely manner; yet functionally diverse teams' inevitable disagreements often appear to prevent this. In a study of 43 such teams, we found that the effect of task disagreement on team outcomes depended on how free members felt to express task-related doubts and how collaboratively or contentiously these doubts were expressed. Implications for managing the journey from disagreement to agreement in cross-functional new product teams are discussed.
This study examines the Nemeth (1986) model of minority influence in a field study of natural work-groups. Confederates (who were also permanent members of the ongoing, interacting groups) served as designated minority influence agents during the 10-week study. Results demonstrated that experimental groups engaged in more divergent thinking and developed more original products than control groups. Minority influence groups did not experience more social conflict than control groups. Contrary to expectations, minority influence agents received higher peer ratings than other group members. Exploratory analysis of qualitative data, however, indicates that the role of a minority influence agent is stressful. Results are discussed in terms of managing the minority influence process in organizations in order to facilitate divergent thinking and originality while protecting agents from excessive personal strain.
The study reported here was descriptive in nature and looked at 375 subjects involved in a group task. The research focus was on individual satisfaction, type, and amount of conflict, its resolution, perceived inequity, and quality of outcome. The results indicated that greater inequity was associated with people conflicts, which in turn were managed primarily with avoidance tactics. Task conflicts were managed mainly with integrative styles. Greater satisfaction was associated with integrative tactics. Perceptions of inequity were more associated with conflicts centering around people than with task and less inequity resulted from conflicts managed integratively. Inequity was negatively related to satisfaction, positively related to conflict, and not found to be related to outcome quality.
Decision-making (prediction) behavior under two types of conflict was experimentally examined within the Social Judgment Theory research paradigm. Interpersonal cognitive conflict (the degree of disagreement over the interpretation of a common stimulus), goal conflict (the degree of competition for payoffs), and trial blocks were independent variables. Prediction error was the dependent measure. Individuals made better predictions about task-criterion values under no-goal conflict than under goal conflict conditions. During the initial stage of a series of prediction trials, subjects made better predictions of task-criterion values under high cognitive conflict than under low cognitive conflict conditions. All groups of subjects were able to improve prediction performance significantly over time. These results are generally consistent with arguments stressing the potential benefits of minimal goal conflict over payoffs and high cognitive conflict on decision quality.
Top management teams make strategic decisions, and the products of their decision making influence organizational performance, However, a subtle paradox is embedded in this relationship. This study focuses on conflict as the crux of this paradox and provides evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.
This study tests a comprehensive model of group effectiveness with 100 sales teams in the communications industry. Results indicate that traditional theories of group effectiveness match the implicit theories of team members. These theories account for 90 percent of the variance in team satisfaction and self-reported effectiveness but none of the variance in the teams' sales performance. The findings suggest that theories of group effectiveness need to be revised to include the way in which teams manage interactions across their boundary and the impact of the organizational context.
This chapter reviews existing research and thought on the role of group interaction in task-oriented groups, and provides suggestion that part of the difficulty in understanding the relationship between group interaction and group effectiveness has to do with the nature of existing methodological and conceptual tools. It proposes an alternative framework for research on group effectiveness. The major functions group interaction serves in enhancing and depressing group effectiveness have been explored in the chapter and a set of strategies for influencing group interaction and group performance by alteration of “input” factors has been proposed within the new framework. The chapter presents an argument for a return to action-oriented research as a way to improve simultaneously the understanding of the determinants of group effectiveness and the capability to change and improve it. Implications for research and for action have been drawn and explored.
Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an overall model for team performance which includes relationship characteristics such as commitment, trust, conflict, and task processes. The authors propose that conflict, which may be quite beneficial for strategic teams, is more likely to hinder than help performance in project teams. The structural model is tested using data from 464 individuals in 80 student teams working on a new product introduction case project. The empirical findings support the view that (1) commitment and trust have only an indirect relationship with team performance, (2) and conflict and task processes are key explanatory variables directly related to team performance.
In recent years organizational scholars and practitioners have avidly pursued an in-depth understanding of demographic diversity and its consequences. This study contributes to such an understanding by examining how an individual's demographic distance from others in a work group shapes his or her perception of the group's conflict and performance. Data from 233 members of 42 blue-collar groups reveal that gender and tenure dissimilarity increase the perception of emotional conflict, indirectly reducing individual ratings of group productivity. These results suggest a process by which relational demography may indirectly affect members' confidence in their group.
Research into the antecedents of TMT conflict has become increasingly popular in light of the effects that conflict can have on strategic decision making and organizational performance. Of course, such performance becomes a part of the contextual backdrop against which future decisions are made. Thus, organizational performance is itself an important antecedent of TMT conflict. Using data drawn from the TMTs of 44 mid-sized public firms, we demonstrate that cognitive and affective conflict relate differently to past performance. The implications of this research for efforts to effectively manage conflict during strategic decision making are discussed.
In this paper we present an integrative model of the relationships among diversity, conflict, and performance, and we test that model with a sample of 45 teams. Findings show that diversity shapes conflict and that conflict, in turn, shapes performance, but these linkages have subtleties. Functional background diversity drives task conflict, but multiple types of diversity drive emotional conflict. Race and tenure diversity are positively associated with emotional conflict, while age diversity is negatively associated with such conflict. Task routineness and group longevity moderate these relationships. Results further show that task conflict has more favorable effects on cognitive task performance than does emotional conflict. Overall, these patterns suggest a complex link between work group diversity and work group functioning.
Proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) × 2 (goal interdependence: individual or group) × 2 (feedback interdependence: individual or group) completely crossed factorial design using 118 3-person groups working in a laboratory setting on a performance appraisal task. The results of group-level analyses demonstrated the impact of CI on the perceived effectiveness of group task strategy. In turn, task strategy and intragroup conflict partially mediated the effects of CI on group performance quantity and quality. Design applications for group work are presented and discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The purpose of this study was to examine the implications of accuracy decomposition (D. Gigone & R. Hastie, 1997) for team decision making. Specifically, the authors tested the generalizability of the multilevel theory of team decision making (J. R. Hollenbeck et al., 1995), across various components of accuracy. The authors also tested the generalizability of this theory across different levels of staff-member specialization. Results from a study with 420 individuals in 105 teams demonstrate that the validity of the multilevel theory generalizes across specialization levels but fails to generalize across different components of decision accuracy. The authors concluded that this theory is best conceptualized as a theory of achievement accuracy, rather than mean bias or variability bias. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The purpose of this research was to develop and test a theory of decision-making performance for hierarchical teams with distributed expertise. This theory identifies 3 core team-level constructs (team informity, staff validity, and hierarchical sensitivity) and 3 constructs below the team level that are central to decision-making accuracy in hierarchical teams with distributed expertise. Two studies are presented to test the proposed theory. A total of 492 college students worked on a computerized command-and-control simulator. Results from these studies are discussed in light of the theory. Similarities and differences in results across the 2 studies are discussed, as are potential modifications of the theory considering the data. Finally, implications of the theory for applied team contexts are elaborated. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
review and integrate contemporary models of organizational withdrawal into basic developments in attitude-behavior theory and applied motivation theory / empirical data are reviewed to the extent that they contribute directly to the validity of these theoretical models / the empirical data reported in the many studies of absenteeism, tardiness, turnover, satisfaction, and related responses said to comprise the construct of organizational withdrawal will be reviewed briefly
presents a brief review of selected conceptual models of attitude formation, including theoretical models of attitude-behavior consistencies as well as selected empirical findings specifically relevant to job affect and job withdrawal / develop the concept of job withdrawal as a multifaceted response family and discuss the psychological functions of job withdrawal responses within a general model of job affect and job adaptation / consider the influence of alternative job opportunities on job affect and job behaviors as well as the moderating effect (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This chapter concerns the relationship between conflict and performance. The authors discuss experimental research on bargaining and negotiation, and experimental and field research on conflict in production and decision-making teams. It is their aim to provide an overview of the existing evidence regarding the effects of conflict on performance, to highlight gaps in our knowledge, to identify important moderating and mediating variables, and to provide tools for effective intervention. The consequences of having versus not having conflict are also discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
develop an integrated overview of the complex fabric of variables involved in conflict and negotiation / the major parts of this fabric include (a) the sequence of events in the conflict/negotiation process, (b) structural variables which shape that process, (c) outcomes of the process, and (d) third-party interventions to manage conflict/negotiation / separate models are developed for each of these parts, along with a more general model or paradigm that shows the interrelationships between them
special attention has been given to topics that are central to conflict and its management but which have not received sufficient analysis / one involves the prevailing motivational/behavioral assumptions used to explain or predict conflict/negotiation behavior / the deficiencies of prevailing rational-economic assumptions are noted, and a more complex model of motivation is introduced that incorporates emotions and normative reasoning as well as rational-economic reasoning / a second topic involves the goals of conflict management / it is argued that much of the divergence in conflict management prescriptions within the literature is based on confusion among quite different goals / a framework is developed to categorize these goals, based on one's choice of beneficiary and time frame (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict -conflict related to interpersonal issues, political norms and values, and per-sonal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non-routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effec-tiveness. It is suggested that collaborating and contending responses to relationship conflict dis-tract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task perfonnance.
This study examines the structure of 105 work groups and management teams to address the question of whether conflict can be beneficial. Multiple methods were used to examine the effects of conflict on both individual- and group-level variables to provide a more refined model of intragroup conflict. Results show that whether conflict was beneficial depended on the type of conflict and the structure of the group in terms of task type, task interdependence, and group norms. Relationship and task conflicts were negatively associated with individuals' satisfaction, liking of other group members, and intent to remain in the group. In groups performing very routine tasks, disagreements about the task were detrimental to group functioning. In contrast, in groups performing nonroutine tasks, disagreements about the tasks did not have a detrimental effect, and in some cases, such disagreements were actually beneficial. Contrary to expectations, norms encouraging open discussion of conflict were not always advantageous. The results suggest that while such norms were associated with an increase in the number and intensity of relationship conflicts, they did not increase members' ability to deal with the conflicts constructively. The model developed here contributes to an integrated perspective on organizational conflict.