Generally, this study contributes to our understanding of the situations when conflict facilitates performance versus when it hampers performance. More specifically, the study distinguishes between conflict potential, conflict stimulus, and actual conflict. We present two hypotheses that compare two competing views to further disentangle whether and when conflict is functional. Our empirical tests, using a sample of Mennonite congregations, lead us to speculate that conflict may be functional for individual‐centered performance measures, but dysfunctional for group‐based performance measures.
Dyck, B., Bruning, N. and Driedger, L. (1996), "POTENTIAL CONFLICT, CONFLICT STIMULUS, AND ORGANIZATIONAL PERFORMANCE: AN EMPIRICAL TEST", International Journal of Conflict Management, Vol. 7 No. 4, pp. 295-313. https://doi.org/10.1108/eb022785Download as .RIS
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