scholarly journals Relationship between Team Conflict and Performance in Green Enterprises: A Cross-Level Model Moderated by Leaders’ Political Skills

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-12
Author(s):  
Yanhong Tu ◽  
Leilei Zhang
Keyword(s):  
Team Performance ◽  
Skills Training ◽  
Individual Performance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Conflict ◽  
Political Skills ◽  
Positive Effects ◽  
Management Concepts ◽  
And Performance

It is evident that, being a member of the organization, the team has to cue the influx of the green management concepts. This study focuses on the aspect of team management in green enterprises. Applying leadership theory to sample green enterprises, this paper proposes that political skills of team leadership have moderating effects on the relationship between team conflict (relationship conflict and task conflict) and performance at both the individual and team levels. Empirical data were collected from 85 dyads of leaders and team members in 36 green enterprises in China. It was found that the leaders’ political skills weakened the negative effects of relationship conflict on individual performance and team performance. Further, leaders’ political skills strengthened the positive effects of task conflict on individual and team performance. The results of this study deepen the cognition of two types of team conflict in theory and provide theoretical guidance for green enterprises in carrying out effective team conflict management and practical political skills training for leaders.

Beyond Aggregation: How Voice Disparity Relates to Team Conflict, Satisfaction, and Performance

2020 ◽  
pp. 104649642095639
Author(s):  
Kyle M. Brykman ◽  
Thomas A. O’Neill
Keyword(s):  
Task Conflict ◽  
Relationship Conflict ◽  
Engineering Student ◽  
Team Members ◽  
Team Conflict ◽  
Team Outcomes ◽  
Student Teams ◽  
And Performance

In this manuscript, we conceptualize voice disparity based on the extent to which voice is (un)evenly communicated within a team and demonstrate its empirical utility beyond team aggregate voice. Specifically, we propose that voice disparity is negatively related to task conflict and positively related to relationship conflict, whereas the inverse holds for aggregate voice, and that conflict mediates the effects of team-level voice on team outcomes. Results of our study of 178 engineering-student teams generally supported this model. Overall, we demonstrate the complexities of voice as a multilevel phenomenon, which depends on how often and equally team members express voice.

scholarly journals Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict

2020 ◽  
pp. 000183922096518 ◽  
Author(s):  
Priti Pradhan Shah ◽  
Randall S. Peterson ◽  
Stephen L. Jones ◽  
Amanda J. Ferguson
Keyword(s):  
Social Networks ◽  
Qualitative Study ◽  
Team Performance ◽  
Task Conflict ◽  
Intragroup Conflict ◽  
Team Conflict ◽  
Student Teams ◽  
Evolutionary Trajectories ◽  
Or Team ◽  
Over Time

Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. We consider four origination points—an individual, dyad, subgroup, or team—and three evolutionary trajectories—conflict continuity, contagion, and concentration. Study 1, a qualitative study of narrative accounts, and Study 2, a longitudinal social networks study of student teams, reveal that fewer than 30 percent of teams experience team-level conflict. Instead, conflict more commonly originates and persists at individual, dyadic, or subgroup levels. Study 2 further demonstrates that traditional psychometric intragroup conflict scales mask the existence of these various origins and trajectories of conflict. Study 3, a field study of manufacturing teams, reveals that individual and dyadic task conflict origins positively predict team performance, whereas traditional intragroup task conflict measures negatively predict team performance. The results raise serious concerns about current methods and theory in the team conflict literature and suggest that researchers must go beyond team-level conceptualizations of conflict.

Relationship conflict, task conflict and teams’ transactive memory systems

2019 ◽  
Vol 34 (3) ◽  
pp. 626-640
Author(s):  
Jason M. Riley ◽  
William A. Ellegood
Keyword(s):  
Experiential Learning ◽  
Team Performance ◽  
Operations Management ◽  
Memory Systems ◽  
Transactive Memory ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Conflict Task ◽  
Transactive Memory Systems ◽  
Content Type

Purpose The purpose of this paper is to understand how task conflict and relationship conflict influence teams’ transactive memory systems (TMS) and by extension team performance. Design/methodology/approach Leveraging experiential learning theory and a popular operations management simulation tool, survey data from 341 students, who worked on 117 simulation teams, are collected. To examine the present hypotheses bootstrapping analysis and SPSS were used. Findings Both task and relationship conflict can significantly diminish TMS development, which in turn, inhibits team performance. Thus, when teams disagree on how to approach a task, conflict could diminish TMS formation. In addition, when one team member has a personal conflict with one or more members that it further amplifies the influence of task conflict. To address the negative influence of both task and relationship conflict, teams should develop processes to better utilize members’ specialized knowledge and work together in a coordinated manner. Research limitations/implications The research adds to the literature by articulating the mediating influence that relationship conflict has on task conflict. Furthermore, it highlights how teams can develop TMS as a means to improve team performance when using simulation tools as a teaching device. Originality/value This work broadens our understanding of the conditions under which educators can teach students about teams and teamwork capabilities. In addition, the authors expand the use of simulations as an experiential learning tool.

scholarly journals Conflicts Whether in Relationship, Task or Process Does Impact the Team Performance of Adults

2020 ◽  
Vol 2 (2) ◽  
pp. 112-119
Author(s):  
Ayesha Zulfqar ◽  
◽  
Nauheen Syed ◽  
Madiha Riaz ◽  
Iram Bashir ◽  
...  
Keyword(s):  
Team Performance ◽  
Negative Relationship ◽  
Target Population ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Conflict Task ◽  
Intragroup Conflict ◽  
Proposed Model ◽  
Process Conflict ◽  
The Relationship

This study aims to determine intragroup conflict factors that could be found within teams in an organization, the relationship between intragroup conflict, and team performance, which included relationship conflict, task conflict, and process conflict. SPSS is used to analyze the regression on the proposed model. The data has been collected from the education sector, with the sample size of 150 target population. This study proposed a positive relationship between task conflict, process conflict, and team performance; therefore, a negative relationship was examined for relationship conflict.

De veelzijdigheid van een intrateam-conflict

2012 ◽  
Vol 25 (2) ◽  
Author(s):  
Sonja Rispens ◽  
Karen A. Jehn
Keyword(s):  
Conflict Resolution ◽  
Negative Emotions ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Organizational Practice ◽  
Four Dimensions ◽  
Team Conflict ◽  
Dutch Translation ◽  
Conflict Types

The versatility of intrateam conflict. Construction and test of a Dutch instrument for measuring team conflict types and conflict dimensions The versatility of intrateam conflict. Construction and test of a Dutch instrument for measuring team conflict types and conflict dimensions Conflicts occur frequently within teams. These conflicts may deal with different issues such as disagreements about the task (task conflict), disagreements about personal issues (relationship conflict), and about the distribution of responsibilities (process conflict). In this study, we present the Dutch translation and test of an instrument that aims to measure the distinct dimensions of the above mentioned conflict types. The results showed that for each type of conflict, four dimensions can be distinguished: importance of the issue, negative emotions, open conflict norms, and conflict resolution efficacy. Reliabilities and validity of the instrument were examined and largely supported by the data. Implications for future research and organizational practice are discussed.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

The dual effects of task conflict on team creativity

2019 ◽  
Vol 30 (1) ◽  
pp. 132-154 ◽  
Author(s):  
Eun Kyung Lee ◽  
Ariel C. Avgar ◽  
Won-Woo Park ◽  
Daejeong Choi
Keyword(s):  
Transformational Leadership ◽  
Harmful Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
Positive Direct ◽  
The Impact

PurposeThe purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship.Design/methodology/approachData were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008).FindingsResults showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity.Research limitations/implicationsAlthough this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity.Practical implicationsTo capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict.Social implicationsThe findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed.Originality/valueThe study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.

CONFLICT, CONFLICT MANAGEMENT, AND PERFORMANCE IN ERP TEAMS

2007 ◽  
Vol 35 (8) ◽  
pp. 1035-1048 ◽  
Author(s):  
Huey-Wen Chou ◽  
Ying-Jung Yeh
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Critical Role ◽  
Management Strategies ◽  
Team Process ◽  
Erp Implementation ◽  
Team Members ◽  
Implementation Team ◽  
Positive Effects ◽  
And Performance

The effects of team process on team performance in ERP implementation teams were investigated. Data collected from 103 companies in Taiwan that had completely or mostly implemented ERP systems were analyzed. We found positive effects of cohesiveness on team performance, which suggests the critical role of cohesiveness on determining ERP implementation team success. The significant direct and positive effects of problem-solving and compromising strategy on team performance partially conform to previous research (Montoya-Weiss, Massey, & Song, 2001). The results suggest that in order to deal effectively with different degrees of conflict situation, team members ought to learn various conflict management strategies.

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