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Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Book part
Publication date: 16 August 2007

Lindred L. Greer and Karen A. Jehn

In this chapter, we attempt to better understand the mechanisms underlying the effects of process conflict on team performance by exploring the role of negative affect in…

Abstract

In this chapter, we attempt to better understand the mechanisms underlying the effects of process conflict on team performance by exploring the role of negative affect in explaining the negative effects of process conflict on performance. Our findings show that negative affect does fully mediate the relationship between process conflict and group performance. Additionally, we investigate a set of conditions relating to fairness concerns and group context, which may have an influence on the relationship between process conflict and negative affect. We find that when voice is high and perceived goal obstruction and subgroup existence are low, the relationship between process conflict and negative affect is ameliorated, thus allowing for more positive effects of process conflict to emerge.

Details

Affect and Groups
Type: Book
ISBN: 978-0-7623-1413-3

Book part
Publication date: 8 April 2004

Elizabeth Mannix and Karen A Jehn

Early efforts in the study of groups had an inherently temporal dimension, notably work on group dynamics and the related study of phases in group problem solving. Not…

Abstract

Early efforts in the study of groups had an inherently temporal dimension, notably work on group dynamics and the related study of phases in group problem solving. Not surprisingly, the majority of work linking time to groups has focused on team development. By contrast, work on team performance has tended to take the form Input-Process-Output, in which the passage of time is implied. There is rarely a discussion of how processes might be affected by timing. We suggest ways in which the two literatures might be brought together. We review models of group development and group performance, propose ways in which temporal issues can be integrated into performance models, and conclude by raising questions for future theory and empirical investigation.

Details

Time in Groups
Type: Book
ISBN: 978-0-76231-093-7

Article
Publication date: 27 September 2021

Rahman Ullah

This study aims to examine how and when task and process conflicts relate to relationship conflict by detailing the mediating role of negative emotions and the moderating…

Abstract

Purpose

This study aims to examine how and when task and process conflicts relate to relationship conflict by detailing the mediating role of negative emotions and the moderating effect of emotional intelligence.

Design/methodology/approach

Survey data were collected from 462 employees working in different organizations in Pakistan.

Findings

The results revealed that individuals engaged in task and process conflicts are more likely to feel negative emotions toward others and consequently are more likely to engage in relationship conflict in the workplace. This mediated relationship of task and process conflicts with relationship conflict via negative emotions is lower when employees are more emotionally intelligent.

Practical implications

This study pinpointed a key mechanism, negative emotions, by which task and process conflicts lead to relationship conflict. Emotionally intelligent individuals are better at regulating their negative emotions; therefore, emotional intelligence training can be an effective tool for minimizing employees’ negative emotions during task and process conflicts, which can help reduce relationship conflict.

Originality/value

By examining the mediating role of negative emotions and the moderating effect of emotional intelligence, this study adds to the previous research by detailing how and when task and process conflicts lead to relationship conflict.

Details

International Journal of Conflict Management, vol. 33 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 26 June 2021

Zoltán Krajcsák

The purpose of this paper is to model the nature of intra-group conflicts and to show how conflict process phases that are beneficial to the organization can be supported…

Abstract

Purpose

The purpose of this paper is to model the nature of intra-group conflicts and to show how conflict process phases that are beneficial to the organization can be supported and how disadvantageous conflict process phases can be prevented or managed. Task (process) and relationship conflicts can appear alternately in the same conflict process, so the overperformance cannot be estimated by the number of intra-group conflicts alone. By exploring the intra-group conflict processes, the author can identify patterns of employee commitment that can increase, mitigate or prevent certain phases of conflict processes.

Design/methodology/approach

The study presents three intra-group conflicts from the same multinational company using the narrative tool. Qualitative methods are particularly suitable for modeling feelings, thoughts, fears and workplace attitudes. The cases come from the immediate managers of the conflict-affected groups.

Findings

The process of intra-group conflicts can typically be divided into four phases: task (process) conflict; relationship conflict; task (process) conflict; end of conflict (end of teeming). Task conflict, which provides overperformance for the organization, is supported by the employees’ normative and professional commitment, while the prevention of relationship conflict, which is detrimental to performance, is supported by increasing the employees’ affective commitment. The relationship between affective commitment and relationship conflict is moderated by transformational leadership. Finally, the minimum of team performance is affected by both the degree of relationship conflict and the lack of affective commitment, while the maximum of team performance is positively affected by the degree of task (process) conflict and the employees’ normative and professional commitment.

Research limitations/implications

In the future, the results should be confirmed by researches using quantitative methods.

Practical implications

The results suggest to managers that enhancing employees’ affective commitment is primarily important for preventing the disadvantageous relationship conflicts, while enhancing their normative and professional commitment is important for fostering the performance-related task conflict. The results show that increasing commitment goes beyond the organizational value of employees’ loyalty alone, and also highlight the importance of training and development.

Originality/value

In the literature on intra-group conflicts, most studies treat task and relationship conflicts independently of each other in conflict processes. This paper shows that both conflicts can be part of the same process at the same time. In addition, little research had addressed how employee commitment reduces or increases the certain phase of a specific type of conflict process.

Details

Journal of Modelling in Management, vol. 17 no. 2
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 19 June 2019

Vijay Kuriakose, Sreejesh S., Heerah Jose, Anusree M.R. and Shelly Jose

The primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the…

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Abstract

Purpose

The primary objective of this paper is to extend the Activity Reduces Conflict Associated Strain (ARCAS) model. To test the ARCAS model, the study aims to examine the effect of process conflict on employee well-being and the role of negative affect as an intrapersonal mechanism linking process conflict and employee well-being. Further, to extend the emerging ARCAS model, the study examines whether the assumed indirect effect of process conflict on employee well-being through negative affect is conditional upon levels of conflict management styles.

Design/methodology/approach

In total, 554 software engineers working in information technology firms responded to the administered questionnaire and hypothesised relationships were tested using Process Macros.

Findings

The findings indicate that process conflict is negatively related to employee well-being and the negative affect state mediates the relationship between process conflict and employee well-being. As hypothesised, it was found that the indirect effect of process conflict on employee well-being through the negative affect state is conditional upon levels of conflict management styles of the employees.

Research limitations/implications

The study contributes to the conflict literature by establishing the detrimental effect of process conflict on employee well-being. The study also established the explanatory mechanism linking process conflict and employee well-being. Further, the study extended the emerging ARCAS model by establishing the moderating role of conflict management styles as well as the conditional indirect effect.

Practical implications

The study highlighted the within-individual effect of process conflict in deteriorating employee well-being. The study provides valuable insights to the managers and practitioners about how individuals’ conflict management styles influence well-being.

Originality/value

The study specifically examined the effect of process conflict, which was omitted from conflict literature considering it the same as task conflict, on employee well-being. The study established the within-individual mechanism through which process conflict diminishes employee well-being. Also, the study extended the ARCAS model by examining the effect of conflict management styles with the aid of Affective Events Theory.

Details

International Journal of Conflict Management, vol. 30 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 3 July 2009

Edurne Martínez‐Moreno, Pilar González‐Navarro, Ana Zornoza and Pilar Ripoll

The purpose of this paper is to examine which communication contexts – virtual or traditional interactions – is more disruptive or beneficial to the effects of intragroup…

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Abstract

Purpose

The purpose of this paper is to examine which communication contexts – virtual or traditional interactions – is more disruptive or beneficial to the effects of intragroup conflicts on team performance.

Design/methodology/approach

A laboratory experiment was conducted comparing 22 face‐to‐face (FTF) teams, 22 videoconference (VC) teams and 22 computer‐mediated communication (CMC) teams over a month.

Findings

Results showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.

Research limitations/implications

This study concludes with a discussion of the obtained results in terms of their implications for traditional and virtual team managers, taking into account the limitations provided by the student sample used.

Originality/value

The paper sheds light on the beneficial impact of task conflict and process conflict on team performance in traditional contexts in several stages of teamwork, and it provides new evidence for hopeful expectations for virtual teams.

Details

International Journal of Conflict Management, vol. 20 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 9 October 2017

Guangdong Wu, Xianbo Zhao and Jian Zuo

The purpose of this research is to investigate the effects of inter-organizational conflicts on the project added value in the Chinese construction industry, and also to…

1858

Abstract

Purpose

The purpose of this research is to investigate the effects of inter-organizational conflicts on the project added value in the Chinese construction industry, and also to examine the mediating effect of conflicts on project added value and the moderating effect of conflict management strategies.

Design/methodology/approach

A conceptual model was developed, and a structured questionnaire survey was conducted with 667 professionals. The structural equation modeling technique was used to analyze the data.

Findings

The results showed that task conflict, relationship conflict and process conflict were influenced by subject characteristics of project participants, bilateral relationship characteristics and project characteristics. Similarly, these three types of conflicts interact with each other. Meanwhile, these three types of conflicts influence the added value in construction projects, which are moderated by conflict management strategies. Under a collaborating strategy, task conflict and process conflict were positively associated with project added value, and relationship conflict was negatively associated with project added value. Under a competing strategy, task conflict, process conflict and relationship conflict were negatively associated with added value in construction projects. Therefore, the constructive and destructive effects of conflicts on project added value under different conflict management strategies are verified in Chinese construction projects.

Research limitations/implications

The variables may not be exhaustive for construction projects and most of them were applied in construction projects for the first time. As a result, their rationality and effectiveness could be further improved. The results implied that inter-organizational conflicts had a constructive effect on project added value and should attract broad attention for future research. Additionally, different driving factors had different influences on these conflicts, and even the driving factors can be divided into different dimensions.

Practical implications

This study provides a better understanding of the relationship between inter-organizational conflicts and added value in construction projects, and a reliable reference for the project manager to effectively deal with these conflicts. In addition, this research reveals the effects of conflicts on project added value and the path of conflicts transformation. This provides a useful reference for project managers to take advantage of the positive effect of task conflict and process conflict, and to avoid the negative effect of relationship conflict.

Originality/value

Very few studies attempted to examine the effects of inter-organizational conflicts on project added value in construction projects. Therefore, this research makes significant theoretical and practical contributions to the existing body of knowledge on the conflict management and project added value. This research provides an empirical evidence to support the viewpoint that different types of conflicts can be mutually transformed. Similarly, this study explains how conflicts present functional and dysfunctional effects in construction projects. Both of them are potential theoretical contributions to the existing body of knowledge.

Details

International Journal of Conflict Management, vol. 28 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 8 April 2014

Walter van den Berg, Petru L. Curseu and Marius T.H. Meeus

– The aim of this paper is to test the moderating role of emotion regulation in the transformation of both task and process conflict into relationship conflict.

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Abstract

Purpose

The aim of this paper is to test the moderating role of emotion regulation in the transformation of both task and process conflict into relationship conflict.

Design/methodology/approach

A field study of multi-teams systems, in which (94) respondents are engaged in interpersonal and inter-team interactions, was conducted to test the effects of the interaction of emotion regulation and task and process conflict on the emergence of relationship conflict in 23 multi-team client/supplier systems.

Findings

The findings show that when collective emotion regulation strategies are effective, process conflict is less likely to transform into relationship conflict. An emerging finding of this study shows that process conflict mediates the interaction between task conflict and emotion regulation on relationship conflict in multi-team systems.

Research limitations/implications

This study uses a relatively small number of projects and participants: further studies with larger samples are recommended; in addition, longitudinal studies would allow for further testing the effect of team longevity in the emergence of effective emotion regulation strategies.ct transforming into relationship conflicts.

Practical implications

The findings imply that managers of multi-team systems should actively try to stimulate their teams to develop effective emotion regulation strategies as effective emotion regulation mechanisms minimize the risk of process conflict transforming into relationship conflicts.

Originality/value

The paper looks at a real-world (as opposed to lab-situation) environment; it addresses a contingency model of intra-group conflict and tests the transformation of task and process conflicts into relationship conflict taking into account the moderating effect of emotion regulation.

Details

International Journal of Conflict Management, vol. 25 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 4 May 2012

Susanne Blazejewski

Biculturals are portrayed as “ideal” boundary spanners and conflict mediators in MNC who switch between or transcend multiple cultural and/or organizational. The paper…

Abstract

Purpose

Biculturals are portrayed as “ideal” boundary spanners and conflict mediators in MNC who switch between or transcend multiple cultural and/or organizational. The paper aims to critically analyze the assumptions behind this positive view on dual identity in MNC and provide an alternative conceptualization re‐positioning dual identity as a situated and potentially contested process.

Design/methodology/approach

The paper theoretically juxtaposes existing concepts of dual identity in the international business literature with recent advances in research on identity in organization studies and psychology as well as critical perspectives on identity.

Findings

A situated approach to biculturalism provides for a greater variety of identity management strategies corresponding to the metaphors of “surfer”, “soldier”, “struggler”, and “strategist” alike, depending on the identity repertoire available, the perceived situation at hand and the interactive processes of identity construction unfolding. From this perspective, the conflict potential associated with dual identity in MNC does not automatically dissolve as suggested by the literature so far, but depending on the situated enactment of dual identity might actually increase, intensify or even re‐direct the lines of conflict.

Research implications and limitations

The paper develops a comprehensive concept of situated bicultural identity processes in organizational contexts, which can serve as a guiding framework of further empirical research on biculturalism in MNC and also provides initial discussions about suitable hypotheses development in this area.

Originality/value

The international business literature so far is dominated by a limited understanding of biculturalism in MNC, strongly influenced by the concept of frame switching in cross‐cultural psychology. The paper introduces an alternative concept of biculturalism as a situated process, which can serve as a framework for further and more varied research on biculturalist identity negotiation in MNC.

Details

Critical perspectives on international business, vol. 8 no. 2
Type: Research Article
ISSN: 1742-2043

Keywords

1 – 10 of over 103000