Supplemental Material for Members’ Needs, Intragroup Conflict, and Group Performance

Intragroup conflict research has shown that task conflict can improve group outcomes, but it has not addressed how groups ensure that the positive aspects of task conflict are realized. This study examines the influence of group conflict management on group effectiveness, as well as the moderating role of group conflict management on task conflict—group outcome relationships. Results of a field survey of 96 business school project groups indicated that the use of agreeable conflict management in response to task conflict was associated with greater group satisfaction. Results examining group conflict management as a moderator showed that the relationship between task conflict and group performance was positive when conflict was actively managed and negative when it was passively managed. Similarly, task conflict improved group satisfaction when managed with agreeable behavior, and harmed satisfaction when neutral or disagreeable behaviors were used. Results from this work provide an important first look at how group conflict management behaviors directly impact group outcomes and affect task conflict—group outcome relationships.

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Members’ needs, intragroup conflict, and group performance.

Journal of Applied Psychology ◽

10.1037/a0036363 ◽

2014 ◽

Vol 99 (3) ◽

pp. 437-450 ◽

Cited By ~ 36

Author(s):

Jinseok S. Chun ◽

Jin Nam Choi

Keyword(s):

Group Performance ◽

Intragroup Conflict

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A moderated mediation model of intragroup conflict

International Journal of Conflict Management ◽

10.1108/ijcma-05-2019-0084 ◽

2019 ◽

Vol 31 (1) ◽

pp. 91-114 ◽

Cited By ~ 3

Author(s):

Taghrid Saleh Suifan ◽

Salah Alhyari ◽

Rateb J. Sweis

Keyword(s):

Indirect Effects ◽

Structural Equation ◽

Group Performance ◽

Negative Impact ◽

Equation Modeling ◽

High Tech ◽

Cross Sectional ◽

Content Type ◽

Intragroup Conflict ◽

Team Outcomes

Purpose Teamwork is important for firms’ innovation and effectiveness, but often within-team conflicts arise. Prior literature reported inconsistent associations between conflict and team outcomes. This study aims to clarify these relationships and examine if team reflexivity improves outcomes and weakens intragroup conflict tendencies. Design/methodology/approach Data were collected through a survey questionnaire of 288 team members working on projects at 41 different high-tech firms in Jordan. The authors then built a model of intragroup conflict effects and used structural equation modeling to test for both direct and indirect effects. Findings Indirect effects of intragroup conflict were significantly associated with teamwork quality. Teamwork quality was also significantly related to improved team outcomes, and team reflexivity moderated this relationship. Furthermore, it was found that the direct effect of intragroup conflict was not significantly related to either teamwork quality or effectiveness. Finally, results supported the idea that some conflict is required for teams to remain viable, self-critical and innovative. Research limitations/implications This is a cross-sectional study conducted in a single country and business industry, which limits the generalizability of results. Practical implications Team leaders should use reflexivity to create a sense of openness for collaborative interaction to improve group performance and member satisfaction. Originality/value This study provides a verified model to determine the circumstances in which conflict benefits team innovation and effectiveness. A central study contribution is that reflexivity reduces the negative impact of intragroup conflict.

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