Constructive Conflict: Negotiation Outcome as a Function of Party Composition and Task Conflict

2001 ◽  
Author(s):  
Jennifer Nelson ◽  
Karen L. Harris
Keyword(s):  
Task Conflict ◽  
Constructive Conflict ◽  
Conflict Negotiation ◽  
Party Composition ◽  
Negotiation Outcome ◽  
And Task

Influence of Team Potency and Task Conflict on Team Creativity

2011 ◽  
Author(s):  
Danielle A. S. Crough ◽  
Erika Robinson-Morral ◽  
Nicholas J. Arreola ◽  
Ben G. Wigert ◽  
Brad Hullsiek ◽  
...  
Keyword(s):  
Task Conflict ◽  
Team Creativity ◽  
Team Potency ◽  
And Task

The romance of working together: Benefits of gender diversity on group performance in China

2012 ◽  
Vol 65 (11) ◽  
pp. 1487-1508 ◽  
Author(s):  
Yan Zhang ◽  
LiWen Hou
Keyword(s):  
Group Performance ◽  
Group Identification ◽  
Gender Diversity ◽  
Positive Association ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Chinese Sample ◽  
Homogeneous Groups ◽  
And Task

The authors examine cross-cultural differences in the effects of gender diversity on group identification and performance using workgroups from American and Chinese firms. Nationality is found to moderate the relationship between gender diversity and group identification in that gender diversity associates more positively with group identification in Chinese workgroups than in American workgroups. Nationality does not moderate the gender diversity–group performance relationship: although the Chinese sample shows a positive association between gender diversity and group performance, the American sample shows no association. A second longitudinal study explores the mechanisms of relationship conflict and task conflict by which gender diversity benefits group performance in China. Results show that gender-diverse groups perform better than homogeneous groups by decreasing relationship conflict and task conflict. Future research directions and practical implications are discussed.

Stroop proactive control and task conflict are modulated by concurrent working memory load

2014 ◽  
Vol 22 (3) ◽  
pp. 869-875 ◽  
Author(s):  
Eyal Kalanthroff ◽  
Amir Avnit ◽  
Avishai Henik ◽  
Eddy J. Davelaar ◽  
Marius Usher
Keyword(s):  
Working Memory ◽  
Memory Load ◽  
Task Conflict ◽  
Proactive Control ◽  
Working Memory Load ◽  
And Task

Personality and Task Interdependence as Moderators for Task Conflict and Team Effectiveness

2016 ◽  
Vol 9 (2) ◽  
pp. 62-69
Author(s):  
Jeffrey Lawrence D`Silva ◽  
Adriana Ortega ◽  
Abdul Hadi Sulaiman
Keyword(s):  
Team Effectiveness ◽  
Task Interdependence ◽  
Task Conflict ◽  
And Task

scholarly journals Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

2016 ◽  
Vol 10 (4) ◽  
pp. 95 ◽  
Author(s):  
Jeffrey Lawrence D'Silva ◽  
Adriana Ortega ◽  
Abdul Hadi Sulaiman
Keyword(s):  
Team Effectiveness ◽  
Meta Analysis ◽  
Task Interdependence ◽  
Task Conflict ◽  
Personality Factors ◽  
Team Members ◽  
Information And Communication ◽  
The Subject ◽  
The Given ◽  
And Task

<p>Undeniably working in teams are important as tasks are getting more complicated and advanced as a result of globalization and the speedy growth of information and communication technology. This calls for effectiveness from team members to complete all interdependent sub-tasks to ensure that the given tasks achieve its’ desired objectives. During the process of implementing the tasks, teams are poised to face conflicts that may derail the completion of tasks. The focus of this paper is to examine the influence of personality factors and task interdependence on task conflict and team effectiveness. A meta-analysis on past studies was carried out to gather data on the subject matter. The input obtained will be pertinent for future researchers in further understanding the complexities associated with task interdependence and personality on task conflict and team effectiveness.</p>

scholarly journals A study on the relationship between intragroup conflict and turnover intentions, and the mediating effect of job satisfaction

2011 ◽  
Vol 24 (1) ◽  
pp. 75-102
Author(s):  
Junho Lee ◽  
Jihwan Park
Keyword(s):  
Job Satisfaction ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Task Conflict ◽  
Mediating Effects ◽  
Intragroup Conflict ◽  
Chinese Workers ◽  
The Impact ◽  
The Relationship ◽  
And Task

The study delved into the impact of intragroup conflict on turnover intentions and cultural commonalities and differences in job satisfaction that mediates the relationship. To identify correlations among intragroup conflict, job satisfaction and turnover intentions for each Korean and Chinese employee, the study analyzed questionnaires used to survey Korean employees working at Korean companies and Chinese workers in Korean companies based in China. The study divided intragroup conflict into two types - relation conflict and task conflict - and looked into the impact of each conflict on turnover intentions, and found that both types of conflict heightened turnover intentions of both Korean and Chinese workers. The study also attempted to prove the mediating effects of job satisfaction on the relationship between relation conflict and task conflict, and turnover intentions. As a result, mediating effects were found only in the relationship between relation conflict and turnover intentions among Chinese employees, while Korean workers saw the same effects only in the relationship between task conflict and turnover intentions. The above-mentioned results indicate the following implications. Firstly, there were common effects of intragroup conflict on turnover intentions for both Korean and Chinese employees. Such effect can be understood from culture universal perspective. Secondly, differences emerged in the mediating effects of job satisfaction in the relationship between turnover intentions and intra-group conflicts. That is understandable from culture specific perspective. Thirdly, the result that can be inferred from the aforementioned findings is that when it comes to cross-cultural research on methods of management, it is important to consider two types of approaches - culture universal and culture specific approaches. Lastly, the study also indicated that companies operating overseas should seek both localized and global management.

scholarly journals Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

2020 ◽  
Vol 45 (5) ◽  
pp. 599-636 ◽  
Author(s):  
Mladen Adamovic ◽  
Peter Gahan ◽  
Jesse E. Olsen ◽  
Bill Harley ◽  
Joshua Healy ◽  
...  
Keyword(s):  
Task Conflict ◽  
Relationship Conflict ◽  
Cognitive Trust ◽  
Trust In Leaders ◽  
Negative Effect ◽  
Role Description ◽  
High Level ◽  
Organizational Hierarchies ◽  
Conflict Research ◽  
And Task

With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.

scholarly journals Relationship and task conflict at work: Interactive short-term effects on angry mood and somatic complaints.

2013 ◽  
Vol 18 (2) ◽  
pp. 144-156 ◽  
Author(s):  
Laurenz L. Meier ◽  
Sven Gross ◽  
Paul E. Spector ◽  
Norbert K. Semmer
Keyword(s):  
Somatic Complaints ◽  
Task Conflict ◽  
Short Term ◽  
And Task ◽  
Short Term Effects
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