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Article
Publication date: 10 February 2012

Petru L. Curşeu, Smaranda Boroş and Leon A.G. Oerlemans

The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict.

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Abstract

Purpose

The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict.

Design/methodology/approach

A field study was conducted to test the interaction of emotion regulation and task conflict on the emergence of relationship conflict in 43 short‐term (temporary) groups and 44 long‐term groups.

Findings

The results show that the highest chance for task conflict to evolve into relationship conflict is when groups (both short‐term and long‐term) have less effective emotion regulation processes, while task and relationship conflict are rather decoupled in long‐term groups scoring high on emotion regulation.

Research limitations/implications

The paper concludes with a discussion of the obtained results in terms of their implications for conflict management in groups. Further research should explore the moderation effects in longitudinal studies in order to fully test the variables in the model.

Originality/value

The paper answers the call for contingency models of intra‐group conflict and tests the moderating effect of two such contingencies in the relationship between task and relationship conflict.

Details

International Journal of Conflict Management, vol. 23 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 4 October 2022

Petru Lucian Curșeu and Sandra G.L. Schruijer

This study aims to investigate the role of minority dissent (MD) as an antecedent for task (TC) and relationship conflict (RC) in groups engaged in multiparty…

Abstract

Purpose

This study aims to investigate the role of minority dissent (MD) as an antecedent for task (TC) and relationship conflict (RC) in groups engaged in multiparty collaboration. The authors hypothesized that MD triggers both TC and RC and that the association between MD and RC is mediated by TC. Moreover, the authors hypothesized that the positive association between MD and RC is attenuated by social acceptance, while the positive association between TC and RC is attenuated by trust.

Design/methodology/approach

The authors have tested the hypotheses in 36 groups comprising in total 145 professionals that attended a two-day workshop on working across organizational boundaries and who filled in three surveys during a multiparty simulation. The authors used multilevel mediation analyses to test the hypotheses.

Findings

The results generally supported the role of MD as an antecedent for both TC and RC as well as the mediating role of TC in the relationship between MD and RC. The attenuating role of social acceptance in the relationship between MD and RC was fully supported, while the attenuating role of trust in the relationship between TC and RC was not supported.

Research limitations/implications

This study is based on a rather small sample and used a cross-lagged data collection design, and no causal claims can be derived from the findings. Behavioral multiparty simulations create a realistic context in which the authors investigate the dynamics of conflict transformation and explore the interplay of MD, TC and RC.

Social implications

As nowadays, multiparty systems are engaged in dealing with important societal challenges and because RC is detrimental for collaborative effectiveness, the results have important implications for facilitating effective collaboration in such complex systems.

Originality/value

This study makes an important contribution to the literature on conflict in multiparty systems by showing that as an antecedent of intragroup conflict, MD can have both a beneficial as well as a detrimental impact on the conflict dynamics of multiparty systems. It points out the importance of social acceptance as a buffer against the detrimental role of MD.

Details

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

Keywords

Article
Publication date: 29 July 2022

Maria Ioana Telecan, Claudia Lenuța Rus and Petru Lucian Curșeu

Using a within-subject vignette experiment, this study aims to disentangle the differential effect of task and relationship conflict on team effectiveness and…

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Abstract

Purpose

Using a within-subject vignette experiment, this study aims to disentangle the differential effect of task and relationship conflict on team effectiveness and interpersonal outcomes. In addition, the authors aimed to test the moderating role of the conflict inducing person’s gender on task and relationship conflict outcomes.

Design/methodology/approach

Data were collected using four vignettes administered to 151 participants from an Air Force military organization.

Findings

Relationship conflict was more damaging than task conflict for team effectiveness, the harmonious interpersonal relations and the expected positive affective team climate. Task conflict triggers more positive emotions than relationship conflict and, in consequence, team effectiveness is higher in scenarios with the task rather than relationship conflict. The groups in which conflict is induced by a woman are not expected to perform better than groups in which the conflict is induced by a man. The similarity between participant’s gender and the gender of the person that generated the conflict accentuates rather than attenuates the effectiveness decline associated with relationship conflict. Task conflict triggers cooperative, while relationship conflict triggers assertive conflict management strategies.

Research limitations/implications

This study provided only a snapshot on how task and relationship conflict are perceived to relate to the various team and individual-level outcomes, particularly in military settings.

Originality/value

The findings evidence the differential effect of task and relationship conflict not only on team effectiveness but also on attitudinal and emotional team and individual-level outcomes.

Details

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

Keywords

Article
Publication date: 2 August 2022

Hsien-Ta Li

Guided by the job demands-resources model, this study aims to investigate the underlying mediation mechanisms through which vertical relationship conflict between…

Abstract

Purpose

Guided by the job demands-resources model, this study aims to investigate the underlying mediation mechanisms through which vertical relationship conflict between employees and their supervisors and horizontal relationship conflict between employees and their colleagues escalate into work disengagement. It proposes exhaustion and workplace social isolation as the mediators and explores the relative importance of vertical and horizontal relationship conflicts in influencing work disengagement through the distinct impacts of the mediators.

Design/methodology/approach

Data collected from a three-wave study of 181 online-questionnaire respondents are used to test the research model using partial least squares structural equation modeling.

Findings

Vertical relationship conflict has an indirect effect on work disengagement via exhaustion, whereas horizontal relationship conflict has an indirect effect on work disengagement via workplace social isolation. Compared with horizontal relationship conflict, vertical relationship conflict exerts a stronger effect on work disengagement.

Originality/value

This study addresses a void in the literature on relationship conflict by investigating work disengagement from the perspective of both vertical and horizontal relationship conflict as well as from the perspective of both strain- and resource-centric mediators (i.e. exhaustion and workplace social isolation, respectively), providing a comparatively detailed analysis.

Details

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

Keywords

Book part
Publication date: 23 November 2017

Ursula Pregernig

Demographic faultlines (i.e., potential subgroup splits based on demographic attributes) have been argued to have effects over and above those of diversity. Yet…

Abstract

Demographic faultlines (i.e., potential subgroup splits based on demographic attributes) have been argued to have effects over and above those of diversity. Yet, faultlines, much like diversity, do not seem to have positive or negative effects on performance per se, but to be affected by contextual variables as well as intermediate outcomes, such as relationship conflict. Relationship conflicts, a major threat to teamwork, are particularly likely to arise between subgroups. Thus, with the objective to shed some light on why and how exactly faultlines impact group outcome, we investigate the effect of faultline strength and distance on performance through relationship conflict as well as the effect of faultline strength on performance via relationship conflict, contingent on the level of faultline distance. To test our hypotheses we used data gathered in a laboratory setting with 267 graduate students. Results provide strong support for the extension of the faultline model.

Details

Distance in International Business: Concept, Cost and Value
Type: Book
ISBN: 978-1-78743-718-0

Keywords

Article
Publication date: 26 May 2022

Gul Afshan, Carolina Serrano-Archimi, Amir Riaz, Muhammad Kashif and Mansoor Ahmed Khuhro

Building on social exchange and deontic justice theory, this study aims to examine the relationship between supervisory justice (i.e. interactional, procedural and…

Abstract

Purpose

Building on social exchange and deontic justice theory, this study aims to examine the relationship between supervisory justice (i.e. interactional, procedural and distributive) and conflict (i.e. relationship, process and task) through subordinates’ perceptions of psychological safety. Moreover, the authors hypothesize that interactional justice differentiation (IJD) within a workgroup at the group level interacts with supervisory justice at the individual level, affecting subordinates’ psychological safety and conflict.

Design/methodology/approach

Data were collected using a survey conducted among 378 service sector (banks, hospitals and universities) employees working under 54 supervisors.

Findings

Multi-level data analysis demonstrates that supervisory justice positively influences psychological safety, negatively affecting conflict. Moreover, psychological safety mediates the supervisory justice–conflict relationship. A cross-level interaction partially supports the conditional indirect effect of IJD in the supervisory justice–conflict relationship via psychological safety.

Originality/value

Following moral principles based on a deontic perspective, this study stretches the understanding of how to treat employees in a workgroup while creating a healthier working environment to minimize conflict fairly. This study extends the limited research on supervisory justice by conceptualizing employees’ perceptions of justice beyond an individual-level analysis.

Details

International Journal of Conflict Management, vol. 33 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 13 June 2022

Bao Li, Wanming Chen, Changqing He and Yuwen Zhang

Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation…

Abstract

Purpose

Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation performance is not well understood, and previous studies have found inconsistent relations between them. Based on motivated information processing in groups (MIP-G) theory, this paper aims to explain how and when team autonomy could influence team innovation performance from a new team-level perspective.

Design/methodology/approach

Using a two-wave, time-lagged survey design, the authors collected data from 340 members of 86 teams in China. PROCESS 3.0 for SPSS was used to test hypothesized relationships.

Findings

The results show that team autonomy is positively related to team information exchange. Team information exchange mediates the positive relationship between team autonomy and team innovation performance. Furthermore, the positive relationship between team autonomy and team information exchange is stronger with less task conflict, which runs contrary to the hypothesis. Additionally, relationship conflict does not adjust the impact of team autonomy on team information exchange.

Originality/value

This study provides a new perspective to explain the mechanism between team autonomy and team innovation performance at team level from the information processing approach, specifically, MIP-G theory. It also incorporates team conflicts as important contextual factors to answer the call for a wider study of boundary conditions in the team autonomy research.

Details

International Journal of Conflict Management, vol. 33 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 10 January 2022

Cong Liu, Jiming Cao, Guangdong Wu, Xianbo Zhao and Jian Zuo

This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.

Abstract

Purpose

This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects.

Design/methodology/approach

Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling.

Findings

The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance.

Research limitations/implications

This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation.

Originality/value

This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

Details

International Journal of Conflict Management, vol. 33 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

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

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