Analysis of the structural relationship between task interdependence, task conflict, relationship conflict, team cooperation, and team performance in team learning in the university education field

2017 ◽  
Vol 23 (1) ◽  
pp. 83-110
Author(s):  
Hanho Jung
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Interdependence ◽  
Structural Relationship ◽  
University Education ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Cooperation ◽  
The University ◽  
Education Field

The Effects of Task Interdependence, Team Cooperation, and Team Conflict on Job Performance

2015 ◽  
Vol 43 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Chun-chang Lee ◽  
Yu-hsin Lin ◽  
Hsin-Chung Huang ◽  
Wei-wen Huang ◽  
Hsu-hung Teng
Keyword(s):  
Real Estate ◽  
Job Performance ◽  
Structural Model ◽  
Task Interdependence ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Factors Affecting ◽  
Team Cooperation ◽  
Real Estate Brokers ◽  
The Impact

Using a linear structural model, we investigated the impact of task interdependence, task and relationship conflict in a team, and team cooperation on job performance of real estate brokers in Kaohsiung, Taiwan. The empirical results showed that task interdependence significantly and positively influenced team cooperation and job performance, and significantly and negatively influenced relationship conflict. Relationship conflict significantly and negatively influenced team cooperation; task conflict positively and significantly influenced job performance; team cooperation significantly and positively influenced job performance; and trust significantly moderated the effect of task conflict on job performance. It is clear from these results that, when investigating the factors affecting real estate brokers' job performance, it is necessary to consider the effects of task interdependence, task conflict, relationship conflict, and team cooperation, as well as the moderating effect of trust.

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.

scholarly journals The Impact of Team Diversity, Task Interdependence, Team Conflict and Team Cooperation on Job Performance: Using Real Estate Brokers as Examples

2014 ◽  
Vol 3 (7) ◽  
pp. 415-432
Author(s):  
Chun-Chang Lee ◽  
Yu-Hsuan Lee ◽  
Hsiao-Han Chen ◽  
Pei-Shan Hsieh ◽  
Yung-Yun Yeh ◽  
...  
Keyword(s):  
Real Estate ◽  
Job Performance ◽  
Structural Model ◽  
Task Interdependence ◽  
Relationship Conflict ◽  
Team Diversity ◽  
Team Cooperation ◽  
Team Conflict ◽  
Real Estate Brokers ◽  
The Impact

This study investigated the impact of team diversity, task interdependence, team conflict, and team cooperation on job performance. The research subjects were real estate brokers in Kaohsiung City, Taiwan, and the results were measured by a linear structural model. A total of 568 questionnaires were distributed, of which367 were retrieved. After eliminating the invalid samples, 362 valid questionnaires remained, with a valid return rate of 98.64%. According to the empirical results of the study, the following conclusions can be drawn: team diversity positively and significantly influences task conflict and relationship conflict; task interdependence positively and significantly influences job performance and team cooperation; task interdependence negatively and significantly influences relationship conflict; relationship conflict negatively and significantly influences team cooperation; and team cooperation positively and significantly influences job performance. In addition, team diversity and task interdependence were found to be critical exogenous factors of job performance.

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.

Burning hearts in conflict

2017 ◽  
Vol 28 (1) ◽  
pp. 50-73 ◽  
Author(s):  
Kjell B. Hjerto ◽  
Bård Kuvaas
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Team Effectiveness ◽  
Cognitive Task ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Content Type ◽  
Intragroup Conflict ◽  
The Relationship

Purpose The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. In addition, a positive mood in teams may significantly strengthen the team's resilience against adverse consequences of conflicts. Originality/value The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

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