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.

Conflict in Teams: Modeling Early and Late Conflict States and the Interactive Effects of Conflict Processes

2016 ◽  
Vol 43 (1) ◽  
pp. 6-37 ◽  
Author(s):  
Mark A. Maltarich ◽  
Michael Kukenberger ◽  
Greg Reilly ◽  
John Mathieu
Keyword(s):  
Life Cycle ◽  
Conflict Management ◽  
Task Conflict ◽  
Interactive Effects ◽  
Relationship Conflict ◽  
Team Conflict ◽  
Conflict Processes ◽  
Negative Effect ◽  
Management Approaches ◽  
Conflict Types

We introduce a model of teams’ early and late conflict states, conflict processes, and performance. In a study of 529 individuals in 145 teams, we provide a theoretical framework and empirically test a series of hypotheses pertaining to the influence of conflict states, including task and relationship conflict, on performance, as well as the moderating effect of two conflict processes (cooperative and competitive management approaches). We address inconsistencies in the literature related to the effect of team conflict, specifically task conflict, within teams. Our results suggest that task conflict in the end of a team’s life cycle, like relationship conflict, can have a significant negative effect on performance, but only when teams’ conflict management approaches are competitive (rather than cooperative). We also provide evidence that conflict management approaches are affected by the type of conflict teams exhibit in their early life cycle stages. Thus, we present a study of how early levels of conflict types affect conflict management approaches, and how these approaches affect later levels of the conflict type/performance relationship. Our model suggests that conflict types and conflict management approaches should be modeled together to better understand team conflict.

The Structure and Function of Team Conflict State Profiles

2015 ◽  
Vol 44 (2) ◽  
pp. 811-836 ◽  
Author(s):  
Thomas A. O’Neill ◽  
Matthew J. W. McLarnon ◽  
Genevieve C. Hoffart ◽  
Hayden J. R. Woodley ◽  
Natalie J. Allen
Keyword(s):  
Life Cycles ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Conflict ◽  
Processing Theory ◽  
Team Potency ◽  
Organizational Work ◽  
Process Conflict ◽  
And Function ◽  
Conflict Types

Team conflict types include task conflict, relationship conflict, and process conflict. Whereas differences in views about the task (task conflict) are often argued to be beneficial, incompatibilities involving personal issues (relationship conflict) and execution issues (process conflict) are often argued to be harmful. However, previous empirical research has tended to treat team conflict types as independent from each other despite their natural coexistence in teams. In two separate studies and one replication study, we identified latent patterns of team conflict, in the form of conflict profiles, that were defined by distinct levels of task conflict, relationship conflict, and process conflict. In Study 1, we investigated whether the conflict profiles had implications for team conflict management and team potency. In Study 2, we examined the generalizability of the conflict profiles to teams with longer life cycles, and we investigated the implications of conflict profiles for team performance. Findings indicated that teams can be reliably assigned to particular profiles of team conflict and that these profiles replicate well. The results also indicate that the implications of a particular type of conflict depend on the pattern of the team’s conflict profile as a whole. Drawing from information processing theory, we found that teams with high task conflict and low relationship and process conflict tend to have more effective interactions and achieve superior outcomes. This “team-centric” approach appears to provide promising new avenues for advancing current theories of conflict in organizational work teams.

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.

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.

scholarly journals Organizational Companionship

2018 ◽  
Vol 31 (1) ◽  
pp. 1-31
Author(s):  
Youngshik Kim ◽  
Yongwon Suh
Keyword(s):  
Factor Analysis ◽  
Factor Structure ◽  
Practical Implication ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Depth Interview ◽  
Confirmatory Factor ◽  
Using Data ◽  
The Impact

In the field of organizational psychology, the study of task conflict and relationship conflict is noted. However, there seems to be a paucity in research clarifying relationship among organizational members that can reduce the impact of task conflict on relationship conflict. The purpose of this study is to conceptualization and scale development of organizational companionship, which mitigates the effects of task conflict on relationship conflict. In the first study, an in-depth interview was conducted in order to explore relationship-based factors that could reduce the effects of task conflict on relationship conflict. Such factors that reduce relationship conflict in presence of task conflict were defined as organizational companionship, and was conceptualized as being composed of five sub-factors-jeong, we-ness, mutual trust, loyal behavior, and responsibility-which were named based on literature review. In the second study, a scale for organizational companionship was developed based on the in-depth interview. The result of exploratory factor analysis using data of 310 participants showed a 5 factor structure with 28 items. It was also verified that organizational companionship reduced the effects of task conflict on relationship conflict. In the third study, confirmatory factor analysis was conducted with a sample of 304 participants, and the results signified that the 5 factor structure indicated a satisfactory fit. Based on such findings, theoretical and practical implication, limitations, and suggestions for future research were discussed.

scholarly journals Conflict Mindset

2014 ◽  
Vol 27 (2) ◽  
pp. 389-418
Author(s):  
Sunyoung Oh ◽  
Yongwon Suh
Keyword(s):  
Relationship Maintenance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Perceived Fairness ◽  
Cognitive Approach ◽  
Beneficial Effects ◽  
Relationship Closeness ◽  
Highly Correlated ◽  
A Chain

Previous research found that task conflict and relationship conflict are highly correlated and calls for research on factors that buffer the detrimental effects of relationship conflict for the beneficial effects of task conflict on team performance. With the cognitive approach to conflict construal processes, the present research argues that conflict mindset, a mental frame that people adopt in making sense of conflict situations, plays an important role in shaping responses to relationship conflict, which affects the destructive outcomes of relationship conflict such as diminished feeling of relationship closeness with the other party. Survey data were collected from 272 college students. This research identified two different types of conflict mindset, and found that learning mindset has a positve relation with relationship closeness and this relation is partially mediated by a chain of cooperative resolution strategy, perceived fairness of the other's behavior, and residual emotion, while judgmental mindset has an indirect relation with relationship closeness via the path between avoidance strategy and residual emotion. The results indicate that conflict mindset is important in explaining conflict responses and different conflict outcomes in terms of relationship maintenance, and furthermore learning mindset can be effective in buffering the damaging effects of relationship conflict. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.

scholarly journals The effects of disagreement, interference, negative emotion on the transference of conflict

2015 ◽  
Vol 28 (3) ◽  
pp. 481-506
Author(s):  
Seunghoo Lee ◽  
Yongwon Suh
Keyword(s):  
Negative Emotion ◽  
Linear Trend ◽  
Value Orientation ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Creative Performance ◽  
Performance Task ◽  
Experimental Conditions ◽  
Affective Components

The purpose of this research is examination of the effects of disagreement, interference, negative emotion on task conflict and relationship conflict based on the assumption that interpersonal conflict is a combination of cognitive, behavioral, affective components. In addition, the research attempts to show that the effects of behavioral and affective components of conflict on relationship conflict are vary with the individual's value orientation. Furthermore, the investigation that these components of conflict have impact on individual's creative performance was made. 141 participants were randomly assigned to three experimental conditions (disagreement, interference, negative emotion) and engaged in group brain- storming session while experimenter manipulated the group interaction according to each condition. Findings showed that the creative performance was highest when there is only disagreement in the setting of conflict situation, while interference and negative emotion decrease the creative performance. Task conflict was not affected by interference, but increased by negative emotion. Relationship conflict was increased by inclusion of components of conflict in a linear trend. Negative emotion had greater effect on relationship conflict when an individual had collective value orientation. The limitation and implication of the study and direction of future research were discussed.

scholarly journals The transformation from task conflict into relationship conflict

2018 ◽  
Vol 31 (4) ◽  
pp. 831-849
Author(s):  
Youngshik Kim ◽  
Soyoung Kwag ◽  
Yongwon Suh
Keyword(s):  
Conflict Management ◽  
Undergraduate Students ◽  
Self Report ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Research Directions ◽  
Evaluation Apprehension ◽  
Future Research Directions ◽  
Practical Implications

Task conflict influences organizational effectiveness differentially based on given contingencies. Effective conflict management is thus necessary in order to properly utilize task conflict in organizations. The present research was conducted to uncover buffer conditions, or moderators that diminish transformation effect of from task conflict into relationship conflict. Specifically, the researchers proposed (1) evaluation apprehension and (2) relational intimacy would buffer the transformation of task conflict into relationship conflict. In the first research, 269 employees participated in self-report survey. The results showed that the transformation of task conflict into relationship conflict more occurred in a evaluation apprehension situation than a non-evaluation apprehension situation and less occurred in a relational intimacy than a relational non-intimacy. The researchers then conducted an experiment on 88 undergraduate students. The results of the second research also indicated that the conflict transformation less occurred in non-evaluation apprehension condition and relational intimacy condition in consistence with study 1. Based on the results, theoretical and practical implications, research limitations and future research directions are discussed.

Differentiated transformational leadership, conflict and team creativity: an experimental study in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peihua Dai ◽  
Mingming Feng ◽  
Jing Wang
Keyword(s):  
Transformational Leadership ◽  
Negative Impact ◽  
Positive Impact ◽  
Mediating Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
New Perspective

Purpose The authors investigated the impacts of differentiated transformational leadership (TFL), including team-focused TFL and individual-focused TFL, on team creativity through the mediating effect of team conflict, consisting of task conflict and relationship conflict.Design/methodology/approach The authors designed and conducted a close-to-reality experiment, enrolling 180 students and six professors from a large Chinese university. Student participants worked on a real marketing project and professor participants imitated the behaviors of transformational leaders. Using the computed values of team-focused TFL, individual-focused TFL, team creativity, task conflict and relationship conflict, the authors assessed the relationship among differentiated TFL, team creativity and team conflict.Findings Team-focused TFL has a significantly positive impact on team creativity through the mediating effect of task conflict, whereas individual-focused TFL has a significantly negative impact on team creativity through the mediating effect of relationship conflict.Originality/value From a new perspective of team conflict, the authors revealed the “black box” of the differentiated TFL–team creativity relationship. Moreover, other determinants were well controlled in the experiment, and thus, the authors effectively clarified the intervening mechanism of differentiated TFL on team creativity through the mediating effect of team conflict.

How does strength of ties influence project performance in Chinese megaprojects?

2020 ◽  
Vol 31 (5) ◽  
pp. 753-780 ◽  
Author(s):  
Guangdong Wu ◽  
Junwei Zheng ◽  
Xianbo Zhao ◽  
Jian Zuo
Keyword(s):  
Project Performance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
Future Research ◽  
Weak Ties ◽  
Strong Ties ◽  
Content Type ◽  
Strength Of Ties ◽  
Process Conflict

Purpose This study aims to investigate how the strength of ties (i.e. strong ties and weak ties) in megaproject networks influences project performance in terms of types of conflicts. Design/methodology/approach A questionnaire survey was undertaken with professionals in Chinese megaprojects and 445 valid responses were received. A conflict-based theoretical model was developed and tested with structural equation modeling. Findings The results indicated that task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive effects. Both strong and weak ties positively affected project performance, and that weak ties exerted greater effects on performance. The introduction of conflicts significantly weakened the effect of strong ties on project performance. Strong ties indirectly affected project performance via task conflict and relationship conflict, whereas weak ties affected performance only through task conflict. Task conflict had a constructive effect on project performance, whereas relationship conflict and process conflict had destructive impact. Research limitations/implications This study identified the positive effect of strength of ties on project performance as well as the constructive and destructive roles of conflicts. Furthermore, the findings provided evidence that strength of ties and conflicts were critical factors for project performance. While, there are still limitations. There are other attributes of megaproject networks, such as network nodes’ characteristics and network structure, which may influence conflicts and project performance. Future research would be conducted to explore the role of these variables. Meanwhile, because different types of conflicts may mutually transform under certain conditions, future research would also address this issue in megaprojects. Practical implications As for the management strategies, project stakeholders should know the existence of project networks, exactly assess their resource endowment, especially their external and internal relationship network. In accordance with changes of the project network, stakeholders should share knowledge and learn techniques about how to respond to relationship disturbances, thus reducing relationship conflict and process conflict. Furthermore, stakeholders should place an emphasis on fostering and reinforcing communication and trust, thus effectively resolving task conflict, ambiguity and uncertainty engendered from network ties in a megaproject network. Originality/value The main contribution of this study is threefold. First, this study will enrich the literature on strength of ties by accentuating the roles of conflicts in megaproject context. Second, this study contributes to the theoretical development of a conceptual model for explaining the interrelationships among strength of ties, conflicts and project performance. Third, this study will respond to the call “which dimension, i.e. strong ties or weak ties, is more influential” by exploring the direct and indirect effects of strength of ties on project performance.

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