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.

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.

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 On the relationship between intra group conflict and group performance: Evidence from Telecom Sector of Pakistan

2019 ◽  
Vol 10 (1) ◽  
pp. 78-87
Author(s):  
Muhammad Naseer ◽  
Haleem Fazal
Keyword(s):  
Group Performance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Group Conflict ◽  
Conflict Task ◽  
Overall Performance ◽  
Telecom Sector ◽  
Mobile Telecom ◽  
The Relationship

Abstract The current study investigates the link between Intra Group Conflict (Task Conflict, Relationship Conflict) and Group Performance of the employees in the Telecom sector of Pakistan. Employees’ performances are improved by harmony, friendly environment and lack of conflict in an organization. To find out the practicality of these assertions, 200 questionnaires were distributed among employees of five main mobile telecom companies namely Telenor, Mobilink, Ufone, Zong and Warid at their head offices. 122 questionnaires were received back that resulted in 61% response rate. The paper addressed the extent of employees’ perception about Task Conflict and Relationship Conflict in their groups and also investigated that how these types of Intra-group conflict were linked to the overall performance of their groups. A theoretical model was developed to test these hypotheses. For the measurement of intra group conflict (Task conflict, relationship conflict) and group performance two valid and reliable instruments were used. Furthermore for analysis of these data Correlation and regression were used. The result of the study showed significant positive relationship between task conflict and group performance. However, negative association was found between relationship conflict and group performance. At the end, conclusion, limitations, and future research bearings are likewise highlighted.

scholarly journals The Effects of Asymmetrical Guanxi Perception on Job Burnout: Task Conflict, Relationship Conflict, and Process Conflict as Mediators

2021 ◽  
Vol 12 ◽  
Author(s):  
Hao-Kai Hung
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Job Burnout ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
Negative Effects ◽  
Cross Sectional ◽  
Process Conflict ◽  
The Relationship

In Chinese organizations, individuals benefit in many ways from having good guanxi. For employees, however, guanxi also comes with well-documented negative effects. Until recently, the guanxi investigated in these studies was always of a substantial nature. The negative effects of non-substantial guanxi (in effect, the absence of real guanxi), such as the guanxi of misunderstandings for those who lack good guanxi, have not been examined. This study investigates how the existence of asymmetrical guanxi perception for an employee (i.e., when other people believe that good guanxi exists between a manager and an employee, but the employee disagrees with the belief that he/she has good guanxi with his/her supervisors) contributes to job burnout for that employee due to task conflict, relationship conflict, and process conflict. A cross-sectional data sample was collected from 363 employees of 10 hotels in Taiwan. Structural equation modeling results suggest that relationship conflict is the most powerful mediator affecting the relationship between asymmetrical guanxi perception and job burnout. The results provide insights for researchers interested in the mechanism of how asymmetrical guanxi perception induces employee job burnout while generating useful implications for managers charged with reducing such burnout.

scholarly journals The effect of organizational companionship on team effectiveness

2018 ◽  
Vol 31 (3) ◽  
pp. 695-714
Author(s):  
Youngshik Kim ◽  
Yongwon Suh
Keyword(s):  
Team Performance ◽  
Structural Equation ◽  
Team Effectiveness ◽  
Moderated Mediation ◽  
Task Conflict ◽  
Mediation Effect ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
The Relationship ◽  
Positive Effect

The present study verified that organizational companionship reduces the effect of task conflict on relationship conflict, which leads to positive effect on team effectiveness indicators - teamwork and team performance. Data were collected from 304 employees using survey questionnaires. The result indicated that relationship conflict mediated the relationship between task conflict and teamwork. Also, the results showed that a moderated mediation effect of organizational companionship was significant. Specifically, the higher organizational companionship, the less mediation effect of relationship conflict. Results of structural equation modeling signified that the moderated mediation effect leads to positive effect on team performance. Lastly, implications and limitations of the results are discussed.

Conflict and creativity in inter-organizational teams

2017 ◽  
Vol 28 (1) ◽  
pp. 74-102 ◽  
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.

The Effects of Conflict on Team Decision Making

2011 ◽  
Vol 39 (2) ◽  
pp. 189-198 ◽  
Author(s):  
Long Cheng ◽  
Zhong-Ming Wang ◽  
Wei Zhang
Keyword(s):  
Decision Making ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Decision Making Process ◽  
Team Decision Making ◽  
Team Decision ◽  
Relationship Of ◽  
The Relationship

The aim in this study was to examine the relationship between task and relationship conflict and their effect on team decision-making. A sample of 120 participants, divided into 40 teams, was recruited. We found that the relationship of task and relationship conflict was moderated by the decision-making process and teams performed better when making good use of task conflict, while relationship conflict was reduced.

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.

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