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Article
Publication date: 27 April 2022

Mladen Adamovic

A dynamic and changing international business environment and higher needs for innovation have increased the importance of creativity in organizations. Organizations need…

Abstract

Purpose

A dynamic and changing international business environment and higher needs for innovation have increased the importance of creativity in organizations. Organizations need creative employees to develop new methods and procedures that stimulate innovation. However, prior research indicates that employees are sometimes passive and avoid engaging in creative behavior. To promote individual creative behavior, this study aims to better understand the role of task conflict and conflict management. More specifically, the authors draw on Deutsch’s conflict theory of cooperation and competition to test whether an employee’s conflict management moderates the indirect relationship between task conflict and creativity through cooperation.

Design/methodology/approach

To test the hypotheses, the authors conducted a three-phase survey study with 428 employees from different German organizations.

Findings

The results suggest that task conflict has only a positive indirect relationship with creativity through cooperation with teammates when employees avoid a competitive conflict management style.

Originality/value

The authors draw on Deutsch’s conflict theory of cooperation and competition to integrate research on task conflict and conflict management, allowing them to explain why and when task conflict with teammates influences an employee’s creativity. The findings show that task conflict is particularly beneficial for cooperation and creativity if employees avoid closed-minded discussions and competitive interactions with coworkers.

Details

International Journal of Conflict Management, vol. 33 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 10 November 2020

Mladen Adamovic, Peter Gahan, Jesse Olsen, Bill Harley, Joshua Healy and Max Theilacker

Migrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this…

Abstract

Purpose

Migrant workers often suffer from social exclusion in the workplace and therefore identify less with their organization and engage less with their work. To address this issue, the authors integrate research on migrant workers with research on the group engagement model to create a model for understanding and enhancing migrant worker engagement. This allows us to provide insight into how organizations can design their human resource management systems and practices to increase the work engagement of migrant workers.

Design/methodology/approach

The authors conducted a survey study with over 4,000 employees from more than 500 workplaces in Australia to test the model.

Findings

The results of the multilevel analysis indicate that a procedurally fair work environment increases organizational identification, which in turn is associated with higher work engagement. The results also indicate that procedural justice climate is more important for migrant workers and increases their organizational identification and engagement.

Originality/value

To increase work engagement of migrant workers, organizations can establish a procedurally fair work environment in which cultural minorities experience unbiased policies and procedures, are able to express their opinions and participate in decision-making.

Article
Publication date: 29 June 2020

Mladen Adamovic

Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team…

1006

Abstract

Purpose

Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams.

Design/methodology/approach

The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations.

Findings

The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach.

Research limitations/implications

This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types.

Practical implications

The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness.

Originality/value

This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.

Details

International Journal of Conflict Management, vol. 32 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 9 January 2017

Mathieu Molines, Pierre-Yves Sanséau and Mladen Adamovic

Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low…

1160

Abstract

Purpose

Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low performance. Thus, the purpose of this paper is twofold. First, the authors aim to understand how one contextual variable – organisational stressors that emanate from the police station’s characteristics – affect organisational citizenship behaviour (OCB). The second research aim is to assess how promoting trust in the police station can help mitigate the negative effects of these stressors. Based on the job demands – resources framework, the model posits that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also propose that fostering a trust climate, as job resource, buffer the undesirable and negative impact of organisational stressors on exhaustion climate and collective OCB.

Design/methodology/approach

The paper opted for a quantitative study. Based on a sample of 718 police officers from 70 French Police stations, the authors follow the procedure outlined by Preacher (2013) to test the moderated-mediation model.

Findings

The study show that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also demonstrate that fostering a trust climate, as job resource, will not decrease negative effects of organisational stressors but only contained them. Low-trust climate and moderate trust climate will, on the contrary, amplified the negative effects of these organisational stressors.

Originality/value

This paper fulfils an identified need to study stressors-strain-performance relationship at the collective level in a large sample of police officers. The paper includes implications for the development of interventions at the collective level.

Details

International Journal of Public Sector Management, vol. 30 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

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