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Article
Publication date: 26 October 2021

Mohanad Dahlan, Amer Ali Al-Atwi, Elham Alshaibani, Ali Bakir and Kevin Maher

This study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the…

Abstract

Purpose

This study aims to develop a theoretical integrated model examining the role of the co-occurrence of task and relationship conflict (CTRC) as a mediator in the relationship between diversity and group effectiveness. The model also examines transformational leadership (TFL) as a moderator in this relationship.

Design/methodology/approach

Data were collected using a questionnaire survey from 354 faculty in 56 workgroups from three private universities in the Middle East. SEM and hierarchical regression analysis were used to test the suitability of the model and its hypotheses.

Findings

The results revealed that TFL moderated diversity's direct effect on CTRC as well as the indirect effect linking diversity, CTRC, and group effectiveness. Specifically, diversity had an inverted U-shaped relationship with CTRC in groups with low TFL, but a negative linear relationship in those with high TFL.

Originality/value

The findings expand understanding of how, and under what conditions, diversity influences group effectiveness by: offering a fresh treatment of this relationship, introducing CTRC as a bivariate construct and bringing into focus the centrality of its harmful effect on this association, and highlighting the influence of TFL in ameliorating this harmful effect.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

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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

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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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3699

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

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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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5664

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Article
Publication date: 18 May 2021

Basheer M. Al-Ghazali and Bilal Afsar

The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is…

Abstract

Purpose

The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is helpful for employees’ innovative work behavior. This study aims to develop a comprehensive model linking task conflict and innovative work behavior through constructive conflict, positive conflict value, cognitive flexibility and psychological safety.

Design/methodology/approach

Data were collected from 316 supervisor–subordinate dyads working in software development and high-technology companies located in Saudi Arabia. The research model was tested using partial least squares approach.

Findings

Results show that constructive conflict mediates the relationship between task conflict and innovative work behavior. Moreover, positive conflict value and cognitive flexibility mediate the effect of constructive conflict on innovative work behavior. Finally, psychological safety positively moderates the effect of positive conflict value and cognitive flexibility on innovative work behavior.

Originality/value

This study suggests that constructive conflict, cognitive flexibility, positive conflict value and psychological safety are important mechanisms that explain the link between task conflict and innovative work behavior.

Details

International Journal of Conflict Management, vol. 32 no. 4
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 22 March 2021

Shin-Horng Chen, Wei-Tsong Wang and Chih-Tsen Lu

Understanding the construction of individual entrepreneurial identity for entrepreneurship education is an important but understudied issue. Prior studies indicate that…

Abstract

Purpose

Understanding the construction of individual entrepreneurial identity for entrepreneurship education is an important but understudied issue. Prior studies indicate that entrepreneurship learning is associated with not only learning critical entrepreneurial skills and knowledge but also facilitating the construction of a personal entrepreneurial identity. However, educators are constantly challenged by the task of facilitating such an identity within students via learning-by-doing processes in the context of entrepreneurial teams. Additionally, while effective conflict management is essential to productive entrepreneurial learning in entrepreneurial teams, studies that investigate the relationships between interpersonal conflicts of entrepreneurial teams and the students' entrepreneurial identity are absent.

Design/methodology/approach

The approach of an in-depth case study was adopted to achieve our research purpose.

Findings

A conceptual model that describes the construction of the entrepreneurial identity of students of entrepreneurial teams in a learning-by-doing environment from the perspectives of conflicts and task characteristics are developed.

Research limitations/implications

The research findings highlight the preliminary relationships between task characteristics (i.e. task interdependence, task uncertainty, resource competition and tension regarding responsibility allocation) and interpersonal conflicts of entrepreneurial teams, and their impacts on the entrepreneurial identity of team members.

Originality/value

This study is among the first group of studies that especially explores the relationships among task characteristics of entrepreneurship projects, interpersonal conflicts and the development of students' entrepreneurial identity.

Details

Education + Training, vol. 63 no. 5
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 9 April 2020

Malgorzata W. Kozusznik, Hillie Aaldering and Martin C. Euwema

A strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to…

Abstract

Purpose

A strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to investigate the moderating role of conflict behavior and related coping strategies on the relationship between task and relationship conflict in startup teams.

Design/methodology/approach

The authors conducted surveys among 100 Dutch and German startup members (Study 1) and 75 Belgium startup members (Study 2). In Study 3, 75 startup members completed weekly surveys in 11 consecutive weeks.

Findings

Both Study 1 and 2 show that the positive association between task and relationship conflict is buffered by problem-solving conflict behavior while this relationship is amplified by the use of avoiding strategies in startup teams. Similarly, the results of Study 3 show that individual and team-level problem-focused coping over a period of 11 weeks buffers the association between task and relationship conflict during this period, while individual disengagement coping potentiates it.

Originality/value

This study adds to the literature on conflict management and entrepreneurship by studying conflict behavior as a moderator in the association between task and relationship conflict in startup teams. Moreover, it takes a comprehensive perspective by including coping strategies conceptually related to conflict behaviors at both individual and teamlevel, as moderators in this relationship. The results of this study provide practical recommendations for entrepreneurs on how to prevent conflict escalation via conflict-oriented behaviors and more general coping strategies.

Details

International Journal of Conflict Management, vol. 31 no. 3
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 8 July 2014

Ariel Avgar, Eun Kyung Lee and WonJoon Chung

The purpose of this paper is to examine the moderating effect of discretion and social capital on the relationship between individual perceptions of team conflict and…

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2147

Abstract

Purpose

The purpose of this paper is to examine the moderating effect of discretion and social capital on the relationship between individual perceptions of team conflict and employee-level outcomes. The authors propose that both employee discretion and unit-level social capital influence the negative effects of perceived conflict on employee stress and turnover intentions. They argue that an individual’s perceptions of these central organizational characteristics are likely to alter the consequences associated with conflict and the manner in which individuals respond to it.

Design/methodology/approach

This study empirically tests the moderating effects of discretion and unit-level social capital on the relationship between individual’s perception of team conflict and employee-level outcomes. Analysis was conducted with survey data from a sample of health care care providers in 90 units across 20 nursing home organizations. We applied hierarchical linear modeling analyses to test our hypotheses.

Findings

Results demonstrate that employee discretion moderates the relationship between perceived task conflict and job stress. Unit-level social capital was shown to moderate the relationship between perceived relationship conflict and employee turnover intentions. Our findings also document a varied moderation effect at low to moderate levels of conflict versus high levels of conflict. This finding suggests that the moderating role of contextual variables is more nuanced and complex than the existing conceptual frameworks acknowledge.

Research limitations/implications

This study contributes to the research on conflict and conflict management by extending a multilevel approach to the effect of conflict and by providing new insights regarding the contextual manner in which conflict affects workplace outcomes.

Practical implications

The effects of discretion and unit-level social capital on how conflict is metabolized by organizations and their members varied. Contextual factors matter differently for different individual level outcomes. In attempting to manage the consequences associated with workplace conflict, organizations and their managers must consider different contextual factors.

Originality/value

This study contributes to the research on conflict and its management in organization by providing new insights regarding the contextual manner in which conflict affects organizational and individual outcomes. This study provides support for the claim that the relational and task-related context under which employees experience conflict affects employee stress levels and the extent to which they report their intentions to leave the organization.

Details

International Journal of Conflict Management, vol. 25 no. 3
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 2 November 2012

Oluremi B. Ayoko and Alison M. Konrad

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an…

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6572

Abstract

Purpose

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an important factor for maintaining high group performance and morale under conditions of conflict. Specifically, the paper argues that leader conflict management, emotion management, and transformational behaviors determine the impact of conflict on group outcomes.

Design/methodology/approach

Data were collected from 585 people in 89 workgroups from eight public service organizations in Australia. The authors used hierarchical regression to test the hypotheses regarding group performance and morale. To test mediation and moderation, the authors followed the procedure outlined by Baron and Kenny. Finally, they used the formulas provided by Preacher, Rucker and Hayes to test for moderated mediation.

Findings

Results showed that diversity increased task conflict but was unrelated to relationship conflict. Both task and relationship conflict were negatively associated with group performance and morale, and effective leadership reduced these negative effects to zero. There was also a partial support for the authors’ theoretical model predicting that leadership moderates the indirect effect of diversity on group outcomes occurring through the mediator of conflict.

Research limitations/implications

A greater amount of variation in the diversity of work groups included in the sample would have been useful for overcoming problems of restriction of range, which likely reduced ability to observe an association between diversity and group outcomes. Based on the results, in order to prevent negative emotions from task and relationship conflict from damaging group performance, leaders of diverse groups can act to manage those emotions among their group members. Results from this study implicate conflict management training. While training for conflict management is beyond the scope of this research, further research should examine this issue.

Originality/value

The study extends research in the area of diversity, leadership and group work. In particular, it demonstrates that transformational leadership is an important factor for maintaining high group performance and morale under conditions of conflict. It also offers practical assistance to individuals entrusted with the responsibility of managing culturally diverse workgroups.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 31 no. 8
Type: Research Article
ISSN: 2040-7149

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