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Article
Publication date: 1 September 1996

Michael A. Esquivel and Brian H. Kleiner

States that the use of work teams is becoming more and more prominent in organizations today, and that these work teams are empowered to formulate and solve an organization’s…

10030

Abstract

States that the use of work teams is becoming more and more prominent in organizations today, and that these work teams are empowered to formulate and solve an organization’s problems and thus involve the naturally occurring dynamic of conflict. Explains that conflict is perceived as negative but with positive qualities that are beneficial to the organization. Focuses on the dynamic of conflicts; its effect on work teams’ decision‐making process; and the types of conflict, A‐type and C‐type, and their effects on the decision‐making process of work teams. Finds that C‐type conflict focuses members’ discussion of differences on issues related to the task at hand; fosters creativity, open and honest communication; and utilizes members’ skills and abilities. Claims that this creates a desirable environment for C‐type conflict to exist and impact the decision‐making process. Presents an eight‐step technique through which C‐type conflict can be managed noting that, as the use of work teams increases, the effectiveness of those teams will come into question. Argues that the ability to understand the different types of conflict and to manage it successfully will give work teams the competitive edge.

Details

Team Performance Management: An International Journal, vol. 2 no. 3
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 January 2000

Karen A. Jehn and Jennifer A. Chatman

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict

3167

Abstract

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict research is now needed that recognizes that the type of conflict present in a group relative to the other types present (proportional conflict composition) and the amount of conflict perceived relative to the amount perceived by other members (perceptual conflict composition) may be critical to group functioning. Therefore, we propose two types of conflict composition in teams and investigate the links between proportional and perceptual conflict composition conflict, and team effectiveness (i.e., individual and team performance, commitment, cohesiveness, and member satisfaction) in two organizational samples. We find group conflict compositions consisting of high levels of task‐related conflict compared to relationship and process conflict (proportional task conflict) are high performing, satisfied teams. In addition, when team members disagree about amounts of conflict present (high perceptual conflict), we find evidence of negative group outcomes. Implications for managers and group members are discussed.

Details

International Journal of Conflict Management, vol. 11 no. 1
Type: Research Article
ISSN: 1044-4068

Content available
Article
Publication date: 29 October 2021

Gergana Todorova, Kenneth Tohchuan Goh and Laurie R. Weingart

This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the…

3939

Abstract

Purpose

This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the conflict management approach.

Design/methodology/approach

The authors test theory-based hypotheses using a field study of new product development teams in an interdisciplinary Masters program (Study 1) and an experimental vignette study (Study 2).

Findings

Results show that people are more likely to respond to task conflict and conflicts expressed with less intensity using collectivistic conflict management approaches (i.e. problem-solving, compromising and yielding), and to relationship conflicts and conflicts expressed with higher intensity through forcing, an individualistic conflict management approach. Information acquisition and negative emotions experienced by team members mediate these relationships.

Practical implications

Knowing how the characteristics of the conflict (type and expression intensity) affect conflict management, managers can counteract the tendency to use dysfunctional, forcing conflict management approaches in response to high intensity conflicts, as well as to relationship conflicts and support the tendency to use collectivistic conflict management approaches in response to low intensity conflict, as well as task conflicts.

Originality/value

The authors examine an alternative to the prevailing view that conflict management serves as a moderator of the relationship between conflict and team outcomes. The research shows that conflict type and intensity of conflict expression influence the conflict management approach as a result of the information and emotion they evoke. The authors open avenues for future research on the complex and intriguing relationships between conflict characteristics and the conflict management approach.

Details

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

Keywords

Article
Publication date: 10 May 2019

Mohammad Hadi Charkhakan and Gholamreza Heravi

Although several studies have evaluated effective factors for conflict occurrence, researchers have developed few methods of determining preventive capacities and determining…

Abstract

Purpose

Although several studies have evaluated effective factors for conflict occurrence, researchers have developed few methods of determining preventive capacities and determining preventive measures on the basis of an analysis of chain of risks that cause conflict. The purpose of this paper is to devise a mechanism for conflict prevention by evaluating chain of risks that cause conflict and different conflict types.

Design/methodology/approach

Efforts centered on facilitating the prevention conflicts through analyzing the effects of chain of risks on change causes, decomposing the mixture of conflict types in each conflict and determining the contribution of each conflict type to conflict creation.

Findings

The paper expands the existing body of knowledge on conflict management through the determination of complex relationships, namely, the relationship between conflict causes and project parties and the coherence between project parties and conflict types.

Originality/value

A practical example is analyzed to demonstrate the proposed approach capabilities. The results showed that using the developed approach to determine conflict type can serve as a means of control in projects and the developed approach can be incorporated into construction contracts as a conflict resolution mechanism. This paper presents an understanding of complex relationships among the chain of risks which cause conflict, the important players in conflict management process and different conflict types. It also provides a basis to select an effective management method for each conflict.

Details

Engineering, Construction and Architectural Management, vol. 26 no. 8
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 14 August 2019

Vijay Kuriakose, Sreejesh S., P.R. Wilson and Anusree MR

The purpose of this study is to examine the differential association of three different workplace conflicts on employee-related outcomes, such as loneliness and well-being…

3525

Abstract

Purpose

The purpose of this study is to examine the differential association of three different workplace conflicts on employee-related outcomes, such as loneliness and well-being. Further, the study pursues to explore the perceived social support at the workplace as a conditional factor in the relation between different conflict types and employee loneliness.

Design/methodology/approach

The data were collected using a self-administered survey from 554 IT employees. Structural equation modelling (SEM) was used to test the study postulations.

Findings

The findings indicated that all three types of conflicts differently associate on both loneliness and well-being. Besides, it found that loneliness works as a mediator between conflict types and employee well-being. Further, perceived social support at the workplace moderates the relationship between different types of conflict, such as relationship, process, task conflicts and employee loneliness at work.

Practical implications

The study provides helpful directions to HR managers by providing a clear empirical understanding of the types of conflicts and its association on employee-related outcomes. Further, the study highlights the need for developing social support in an organisation during conflict episodes, to manage the adverse association of these conflicts on employee well-being and to restore employee well-being.

Originality/value

To the best of the authors’ knowledge, for the first time, a study has been conducted highlighting the differential association of workplace conflict and employee outcome and indicating its intervening mechanisms and conflict management conditions.

Details

International Journal of Conflict Management, vol. 30 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 13 February 2009

Kjell B. Hjertø and Bård Kuvaas

The purpose of this study is to develop and empirically explore a model of four intra‐group conflict types (the 4IC model), consisting of an emotional person, a cognitive task, an…

2941

Abstract

Purpose

The purpose of this study is to develop and empirically explore a model of four intra‐group conflict types (the 4IC model), consisting of an emotional person, a cognitive task, an emotional task, and a cognitive person conflict. The first two conflict types are similar to existing conceptualizations, whereas the latter two represent new dimensions of group conflict.

Design/methodology/approach

Based on a heuristic distinction between cognition and emotion, the four conflict types are defined, and scales for measuring them are developed. The psychometric and statistical properties of the scales were analyzed by data collected from four company samples and two student samples (n=208). The validity of the constructs was evaluated by comparing them with similar constructs, in particular, the Intra‐group Conflict Scale (ICS), developed.

Findings

A theory‐driven exploratory factor analysis elicited a 19‐item structure of four reliable factors, representing the four conflict types. A confirmatory factor analysis demonstrated satisfactory properties of the data matrix compared with the proposed model. Furthermore, a refined 12‐item scale was developed to consider the validity of the 4IC, with reasonably satisfactory findings.

Research limitations/implications

Limitations concerning sample size, wording of items, the demarcation between conflict types and conflict approaches, and the robustness of the constructs are discussed. It is suggested that researchers may find the model useful for future studies of conflict in groups.

Practical implications

The model may be of assistance in handling conflicts in organizations. In particular, managers and employees may become aware that emotional conflicts are not always associated with relational or person‐oriented issues; they may as well concern task‐oriented issues. Furthermore, cognitive conflicts do not always have to be task‐oriented; they may also concern relational or person‐oriented issues. The introduction of the emotional task‐oriented and the cognitive person‐oriented conflict types may thus extend the conflict management toolbox for managers and employees.

Originality/value

The results of the study challenge common use of emotional and relationship/person conflicts as interchangeable conflict types, and cognitive and task conflict as interchangeable conflict types. Accordingly, the study suggests new ways to understand conflicts in groups.

Details

International Journal of Conflict Management, vol. 20 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 1 February 2005

Ming‐Huei Chen and Yuan‐Chieh Chang

This research focuses on examining the dynamics of task and interpersonal conflict related to the creativity of teams over five stages of a project's life cycle. Data were…

2127

Abstract

This research focuses on examining the dynamics of task and interpersonal conflict related to the creativity of teams over five stages of a project's life cycle. Data were collected from 142 respondents of information system development project teams of a service‐driven type, and from 106 respondents of new product development teams of a technology‐driven type. Results indicate that interpersonal conflict has a negative impact on creativity for a service‐driven project team. However, task conflict has a positive impact on creativity for a technology‐driven project team. The findings suggest that managing different types of project teams necessitates concern with the variations of conflict and creativity over a project's life cycle.

Details

International Journal of Organizational Analysis, vol. 13 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 15 March 2023

Lihan Zhang, Yongcheng Fu, Wenxue Lu and Jian Liu

How to depict conflict characteristics? Previous literature has overwhelmingly used intensity and frequency of conflict, resulting in an incomplete understanding of conflict

Abstract

Purpose

How to depict conflict characteristics? Previous literature has overwhelmingly used intensity and frequency of conflict, resulting in an incomplete understanding of conflict itself and its impacts. To fill this knowledge gap, this paper aims to develop a comprehensive theoretical framework for conflict attributes.

Design/methodology/approach

Through a systematic and integrative literature review, this study has achieved the objectives by synthesizing the current state of knowledge on conflict and borrowing insights from event system theory.

Findings

A total of 16 conflict attributes were identified to constitute the event-oriented conceptualization of conflict, describing conflict from three dimensions – strength, time and space. Four promising areas for future conflict inquiry are proposed: linking the effectiveness of conflict to its attributes; exploring the interplay and configuration of multiple conflict attributes; progressing from variance- to process-oriented conflict theories; and developing symmetric/asymmetric views of conflict.

Originality/value

This paper conceptually clarifies conflict attributes from the event perspective and offers a nuanced understanding of conflict, which contributes to the current fragmented knowledge of conflict attributes. Scholars can build on this study’s findings to fill gaps and move conflict research forward. It also enhances researchers’ awareness of time and space and thus encourages more longitudinal exploration into the dynamics of conflict.

Details

International Journal of Conflict Management, vol. 34 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 3 October 2008

Oluremi B. Ayoko and Andre A. Pekerti

Although a great deal of research has focused on the effect of trust on conflict, little research has examined the impact of conflict on trust. The purpose of this paper is to…

8621

Abstract

Purpose

Although a great deal of research has focused on the effect of trust on conflict, little research has examined the impact of conflict on trust. The purpose of this paper is to present a model that investigates the relationship between conflict types (task, relationship and process), conflict features (intensity and duration), communication openness (CO) and workplace trust.

Design/methodology/approach

Data were collected from 510 employees from public sector organizations. The authors tested the direct effects of the hypothesized links with linear regressions while the mediation effects were tested using the Sobel test. Finally, the authors followed Kenny and Baron's procedure to test the moderation effects.

Findings

Results from the regression analyses confirm that conflict features (intensity and duration) fully mediated the link between conflict types (task, relationship and process) and trust, while CO moderated the relationship between conflict features and trust. In addition, prolonged conflict duration was linked with trust. Implications of the findings are discussed.

Research limitations/implications

The study is cross sectional and some of our scales have few items. In future, more robust scales in a longitudinal study should be used to further deepen our understanding of the association between the variables in our model. In addition, we have studied the concept of trust as perceived by the employees without distinguishing between high‐ and low‐trust perceptions. Future studies should compare levels of trust associated with the different types of conflict and especially varying magnitude of conflict intensity (e.g. low, mid and high) at different times.

Originality/value

The study provides new insights into the influence that conflict (task, relationship and process) may have on trust and the moderating role of CO in the link between conflict and trust. The paper also offers a practical assistance to group members and leaders that are interested in building trust especially in the presence of conflict.

Details

International Journal of Conflict Management, vol. 19 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 22 March 2023

Rashmi Singh and Lalatendu Kesari Jena

This paper aims to investigate the effect of parent–adolescent conflict in step versus biological families on family communication patterns (FCPs) and the conflict resolution…

Abstract

Purpose

This paper aims to investigate the effect of parent–adolescent conflict in step versus biological families on family communication patterns (FCPs) and the conflict resolution strategy adopted by adolescents during family destinations or holiday planning (where to visit?).

Design/methodology/approach

The literature on family conflict (i.e. parent–adolescent conflict) and the different types of families (step vs nuclear) supported the proposed framework. The survey was conducted in the Indian subcontinent with a sample size of 437 adolescents. SPSS 22.0 was used for factor analysis (exploratory and confirmatory factor analysis) and structural equation modelling was used through AMOS 26.0 for data analysis.

Findings

Significant relationship was observed between the types of families (step and biological), FCP and the resolution strategy chosen by Indian adolescents. Adopting a resolution strategy by adolescents in both families depends on the type of FCP in the family. Adolescents in stepfamilies have socio-oriented FCP and use “positive problem-solving” and “conflict withdrawal” as a resolution strategy. In contrast, adolescents in biological families have concept-oriented families and use “conflict enhancement” as a resolution strategy. It has also been found that adolescents who fall into high-stress categories used conflict enhancement strategies. In contrast, those who fall under low-stress categories used positive problem-solving and withdrawal strategies.

Practical implications

This study will add a new chapter to adolescents’ decision-making literature in line with the previous research. It has practical implications for tourism marketers, academicians/researchers and policymakers. Marketers can segment adolescents into step versus biological families, and the choice of resolution strategies may introduce efficient and competent marketing strategies and promotional campaigns.

Originality/value

This study favours that family type is a robust construct to predict adolescents’ choice of resolution strategy. So, it is one of the most influential variables in adolescents’ resolution strategy adoption.

Details

International Journal of Conflict Management, vol. 34 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

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