The Experts below are selected from a list of 127386 Experts worldwide ranked by ideXlab platform

Carsten K W De Dreu - One of the best experts on this subject based on the ideXlab platform.

  • when too little or too much hurts evidence for a curvilinear Relationship between task Conflict and innovation in teams
    Journal of Management, 2006
    Co-Authors: Carsten K W De Dreu
    Abstract:

    Past work leaves open whether Conflict helps or hinders team innovation. Reconciling this inconsistency, Study 1 showed that work teams were more innovative when the level of task Conflict was moderate instead of low or high. Study 2 showed that this curvilinear effect exists for task Conflict, but not for Relationship Conflict, and that the effects of task Conflict are mediated by collaborative problem solving. Study 2 also showed that although moderate levels of task Conflict may promote team innovation, it simultaneously reduces short-term goal attainment in teams. Implications for Conflict (management) theory and work on innovation are discussed.

  • task versus Relationship Conflict team performance and team member satisfaction a meta analysis
    Journal of Applied Psychology, 2003
    Co-Authors: Carsten K W De Dreu, Laurie R Weingart
    Abstract:

    This study provides a meta-analysis of research on the associations between Relationship Conflict, task Conflict, team performance, and team member satisfaction. Consistent with past theorizing, resultsrevealed strong and negative correlations between Relationship Conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductorytextbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task Conflict, team performance, and team member satisfaction. As predicted, Conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task Conflict was less negatively related to team performance when task Conflict and Relationship Conflict were weakly, rather than strongly, correlated.

  • managing Relationship Conflict and the effectiveness of organizational teams
    Journal of Organizational Behavior, 2001
    Co-Authors: Carsten K W De Dreu, Annelies E M Van Vianen
    Abstract:

    Past research has revealed that team effectiveness and satisfaction suffer when teams experience Relationship Conflict - Conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these Conflicts. Three types of Conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non-routine task showed that collaborating and contending responses to Relationship Conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to Relationship Conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance.

Randall S Peterson - One of the best experts on this subject based on the ideXlab platform.

  • the key role of personal values in decoupling task Conflict from Relationship Conflict
    Academy of Management Proceedings, 2006
    Co-Authors: Randall S Peterson, Ramya Ranganathan, Shucheng Steve Chi, Hwahwa Tsai, Shuchen Chen
    Abstract:

    The article examines the correlation between task Conflict and Relationship Conflict and the challenge of achieving the former without provoking the latter. Other studies that have shown that intragroup trust is the key in accomplishing this desired effect are discussed. The current study examines how that trust is affected by differing value systems. Collectivistic cultures are compared to cultures that value individuality. The authors argue that differing personal values affect the extent of trust that exists in intragroup settings. Two boundary markers are set forth: the extent that individuals value the benefits over the risks of task Conflict and the extent that individuals place value on intragroup trust.

  • the dynamic Relationship between performance feedback trust and Conflict in groups a longitudinal study
    Organizational Behavior and Human Decision Processes, 2003
    Co-Authors: Randall S Peterson, Kristin Behfar
    Abstract:

    Abstract Moderate task Conflict has generally been associated with higher group performance, and Relationship Conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of intragroup Conflict cause differences in group performance—rather than testing the additional possibility that reported group Conflict is a reaction to feedback on past group performance. This paper explores the dynamic Relationships between intragroup Conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increases in both task and Relationship Conflict, but that (b) groups with high early intragroup trust are buffered from experiencing the worst of future Relationship Conflict.

  • task Conflict and Relationship Conflict in top management teams the pivotal role of intragroup trust
    Journal of Applied Psychology, 2000
    Co-Authors: Tony Simons, Randall S Peterson
    Abstract:

    Task Conflict is usually associated with effective decisions, and Relationship Conflict is associated with poor decisions. The 2 Conflict types are typically correlated in ongoing groups, however, which creates a prescriptive dilemma. Three explanations might account for this Relationship--misattribution of task Conflict as Relationship Conflict, harsh task Conflict tactics triggering Relationship Conflict, and misattribution of Relationship Conflict as task Conflict. The authors found that intragroup trust moderates the Relationship between task Conflict and Relationship Conflict in 70 top management teams. This result supports the "misattribution of task Conflict" explanation. The authors also found a weak effect that is consistent with the argument that tactical choices drive the association between the 2 Conflict types. We infer that trust is a key to gaining the benefits of task Conflict without suffering the costs of Relationship

  • task Conflict snd Relationship Conflict in top management teams the pivotal role of intragroup trust
    Academy of Management Proceedings, 1998
    Co-Authors: Tony Simons, Randall S Peterson
    Abstract:

    Prior research suggests that task Conflict is often constructive, while Relationship Conflict is destructive. The two Conflict types are intercorrelated in ongoing groups, however, which creates a ...

Niklas Schulte - One of the best experts on this subject based on the ideXlab platform.

  • linking diversity and mental health task Conflict mediates between perceived subgroups and emotional exhaustion
    Frontiers in Psychology, 2020
    Co-Authors: Niklas Schulte, Friedrich M Gotz, Fabienne Partsch, Tim Goldmann, Lea Smidt, Bertolt Meyer
    Abstract:

    Diversity and psychological health issues at the workplace are pressing issues in today's organizations. However, research linking two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one's team as fragmented into subgroups increases strain. We further argue that this Relationship is mediated by task Conflict and Relationship Conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: task Conflict did indeed mediate the positive Relationships between perceived subgroups and emotional exhaustion while Relationship Conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task Conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work.

  • linking diversity and mental health task Conflict mediates between perceived subgroups and emotional exhaustion
    Frontiers in Psychology, 2020
    Co-Authors: Niklas Schulte, Friedrich M Gotz, Fabienne Partsch, Tim Goldmann, Lea Smidt, Bertolt Meyer
    Abstract:

    Diversity and psychological health issues at the workplace are pressing issues in today’s organizations. However, research linking the two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one’s team as fragmented into subgroups increases strain. We further argue that this Relationship is mediated by task Conflict and Relationship Conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: Task Conflict did indeed mediate the positive Relationships between perceived subgroups and emotional exhaustion while Relationship Conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task Conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work.

Bertolt Meyer - One of the best experts on this subject based on the ideXlab platform.

  • linking diversity and mental health task Conflict mediates between perceived subgroups and emotional exhaustion
    Frontiers in Psychology, 2020
    Co-Authors: Niklas Schulte, Friedrich M Gotz, Fabienne Partsch, Tim Goldmann, Lea Smidt, Bertolt Meyer
    Abstract:

    Diversity and psychological health issues at the workplace are pressing issues in today's organizations. However, research linking two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one's team as fragmented into subgroups increases strain. We further argue that this Relationship is mediated by task Conflict and Relationship Conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: task Conflict did indeed mediate the positive Relationships between perceived subgroups and emotional exhaustion while Relationship Conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task Conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work.

  • linking diversity and mental health task Conflict mediates between perceived subgroups and emotional exhaustion
    Frontiers in Psychology, 2020
    Co-Authors: Niklas Schulte, Friedrich M Gotz, Fabienne Partsch, Tim Goldmann, Lea Smidt, Bertolt Meyer
    Abstract:

    Diversity and psychological health issues at the workplace are pressing issues in today’s organizations. However, research linking the two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one’s team as fragmented into subgroups increases strain. We further argue that this Relationship is mediated by task Conflict and Relationship Conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: Task Conflict did indeed mediate the positive Relationships between perceived subgroups and emotional exhaustion while Relationship Conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task Conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work.

Jin Nam Choi - One of the best experts on this subject based on the ideXlab platform.

  • members needs intragroup Conflict and group performance
    Journal of Applied Psychology, 2014
    Co-Authors: Jinseok S Chun, Jin Nam Choi
    Abstract:

    Focusing on "what people want in their group" as a critical antecedent of intragroup Conflict, the present study theorizes and empirically investigates the Relationships among the psychological needs of group members, intragroup Conflict, and group performance. It attends to the within-group average and dispersion of members' psychological needs and examines the effects stemming from group composition of needs on multiple types of Conflict. The analyses based on multisource data from 145 organizational teams revealed significant Relationships between the groups' composition with respect to the members' need for achievement and task Conflict, need for affiliation and Relationship Conflict, and need for power and status Conflict. Some of these Relationships were moderated by open communication among members. The analyses also demonstrated that when the 3 types of Conflict were considered together, task Conflict was a positive predictor of group performance, whereas Relationship Conflict was a negative predictor. The findings highlight the motivational aspects of intragroup Conflict, revealing the multilevel dynamics of the psychological needs in social settings.

  • group level organizational citizenship behavior effects of demographic faultlines and Conflict in small work groups
    Journal of Organizational Behavior, 2009
    Co-Authors: Jin Nam Choi
    Abstract:

    Organizational scholars have recently shifted their attention to examining organizational citizenship behavior (OCB) as a group-level phenomenon. Adopting the input-mediator-outcome model of group performance, we examined antecedents and intermediate processes that predict group-level OCB (GOCB) in small work groups. The results, based on data from 62 work groups representing a variety of industries, revealed that demographic faultlines based on relation-oriented attributes (gender, age, and race) and a task-related attribute (tenure) had differentiated Relationships with task and Relationship Conflict, which mediated the Relationships between faultlines and group outcomes (GOCB and group performance). Both task and Relationship Conflict were negative predictors of group performance. However, task Conflict increased GOCB, whereas Relationship Conflict decreased it. The present study offers evidence of the Relationship between demographic faultlines and various group processes and outcome variables in natural work groups. Copyright © 2009 John Wiley & Sons, Ltd.