Search results

1 – 10 of over 92000
To view the access options for this content please click here
Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

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

To view the access options for this content please click here
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

To view the access options for this content please click here
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

To view the access options for this content please click here
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…

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

To view the access options for this content please click here
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…

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

To view the access options for this content please click here
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…

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

To view the access options for this content please click here
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.

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

To view the access options for this content please click here
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

To view the access options for this content please click here
Article
Publication date: 15 June 2015

Swati Alok, Jayasree Raveendran and Anil Kumar Jha

The purpose of this paper is to test the possible influence of the Ajzen’s theory of planned behaviour (TPB) in predicting conflict-handling intentions during process

Abstract

Purpose

The purpose of this paper is to test the possible influence of the Ajzen’s theory of planned behaviour (TPB) in predicting conflict-handling intentions during process conflict episodes. Conflict situations are often to be managed with limited time in software projects. With this cue, the study is conducted in the context of software companies in India.

Design/methodology/approach

Five variables of the TPB comprising attitude, injunctive subjective norms, descriptive subjective norm, conflict efficacy (CE) and structural assurance (SA) have been studied in relation to the two standard conflict-handling intentions: integrating and dominating approach. By developing vignettes on process conflict, salient beliefs towards process conflicts were elicited among software employees in India. A questionnaire using Ajzen’s guidelines was administered. Structural equation modelling for 150 responses is used for testing path suitability and significance.

Findings

Employees with positive attitude towards conflict, high CE and high SA intend to integrate during process conflict. Employees with low efficacy and who are influenced by the action of their role model intend to dominate during process conflict.

Research limitations/implications

The study is contextualized to Indian software employees. Findings should not be generalized until replicated in samples from other settings.

Practical implications

This study will help practitioners in understanding the various elements that play role in a process conflict and also help in developing appropriate interventions in managing conflicts. This can be done by identifying and resolving issues related to unfavourable attitude and behavioural norms towards process conflicts.

Originality/value

This study is the first to examine the efficacy of the TPB model in predicting multiple conflict-handling intentions among Indian software companies.

Details

Journal of Indian Business Research, vol. 7 no. 2
Type: Research Article
ISSN: 1755-4195

Keywords

To view the access options for this content please click here
Article
Publication date: 8 April 2020

Jiangnan Qiu, Liwei Xu, Min Zuo, Jingxian Wang and Weadon Helen

Online knowledge integration has been an important concern of the online knowledge community as it can lead to various positive outcomes of online knowledge coproduction…

Abstract

Purpose

Online knowledge integration has been an important concern of the online knowledge community as it can lead to various positive outcomes of online knowledge coproduction. This paper identifies online knowledge integration factors by considering group heterogeneity and group interaction process.

Design/methodology/approach

Based on the categorization-elaboration model (CEM) and interactive team cognition (ITC) theory, a research model that reflects the antecedent's factors and mediating factors of online knowledge integration was developed and empirically examined based on data collected from 2,339,836 data extracted from Wikipedia.

Findings

Group interaction process plays an essential mediator role in online knowledge integration. Group knowledge heterogeneity negatively influences online knowledge integration and group experience heterogeneity positively, and they both positively promote online knowledge integration through group interaction process with different paths.

Research limitations

Our research concerns the OKC context in one setting (Wikipedia). We expect that the results will generalize to other OKC platforms.

Practical implications

The findings of the study could assist the online knowledge community's organizers to understand the motivational mechanisms of online knowledge integration. Group interaction process could be regarded as the key role to promote group wisdom and maintain group independence.

Social implications

We advance the understanding of the online knowledge integration and gain a richer understanding of the importance of group interaction independence for online knowledge integration based on the agreement of group wisdom. It suggested keeping group interaction independence is an important aspect for highly online knowledge integration among heterogeneity groups.

Originality/value

This study extends CEM and ITC theory to the domain of knowledge integration context and finds the mechanism between group heterogeneity and online knowledge integration by introducing the group interaction process.

Details

Information Technology & People, vol. 34 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

1 – 10 of over 92000