Dual allegiance in organizational teams; A dual identification perspective

Antecedents and Learning Consequences of Psychological Safety in Organizational Teams

PsycEXTRA Dataset ◽

10.1037/e617962012-044 ◽

2008 ◽

Author(s):

Jamie G. McMinn ◽

Laura D. Pienkowski

Keyword(s):

Psychological Safety ◽

Organizational Teams

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The Role of Interacting Diversities and the Location of Faultlines in Inter-Organizational Teams

Academy of Management Proceedings ◽

10.5465/ambpp.2018.168 ◽

2018 ◽

Vol 2018 (1) ◽

pp. 10021

Author(s):

Stefan Razinskas ◽

Matthias Weiss ◽

Eric Kearney ◽

Martin Hoegl

Keyword(s):

Organizational Teams

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Conflict and creativity in inter-organizational teams

International Journal of Conflict Management ◽

10.1108/ijcma-01-2016-0003 ◽

2017 ◽

Vol 28 (1) ◽

pp. 74-102 ◽

Cited By ~ 28

Author(s):

Nan Hu ◽

Zhi Chen ◽

Jibao Gu ◽

Shenglan Huang ◽

Hefu Liu

Keyword(s):

Shared Leadership ◽

Negative Relationship ◽

Task Conflict ◽

Relationship Conflict ◽

Curvilinear Relationship ◽

Team Creativity ◽

Content Type ◽

Conflict Situations ◽

Organizational Teams ◽

Study Offer

Purpose This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive. Design/methodology/approach A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study. Findings By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict. Research limitations/implications The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature. Practical implications The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Social implications Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Originality/value This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

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