团队多样化对团队创新作用的双刃剑效应-来自元分析的证据

团队多样化是否以及如何影响团队创新是创新管理研究和实践的重点话题。文章收集了多篇中英文献,采用元分析技术探讨不同类型的团队多样化（关系型和任务型）对团队创新的作用,并同时检验了多样化研究中基于信息资源理论所提出的知识分享和基于社会冲突理论所提出的人际冲突这两种中介机制的作用。结果显示：（1）关系型多样化通过人际冲突负向作用于团队创新;（2）任务型多样化同时存在两种不同的作用机制,即任务型多样化一方面促进团队的知识分享,另一方面又增加团队的人际冲突;（3）任务型多样化的两种机制作用具有不对称性,任务型多样化对团队知识分享的作用更强,因而有利于团队创新。     

Electronic Meetings and Intense Group Conflict: Effects of a Policy-Modeling Performance Support System and an Audio Communication Support System on Satisfaction and Agreement

Ad-hoc decision teams were used to examine the effects of an electronic meeting system (EMS) on group satisfaction and agreement. The decision task provoked intense conflict of values. The EMS had two core features - a policy-modeling group performance support system (incorporating structured decision methods and computer-supported cognitive feedback using Multi-Attribute Utility Analysis and Social Judgment Analysis), and an audio-based group communication support system (allowed dispersed members to communicate by voice). Policy groups reached higher agreement than conventional decision-making groups, apparently due primarily to the structure for cognitive-conflict tasks that was imposed on group discussion rather than computer-supported cognitive feedback displays. Audio groups were more satisfied with the conflict process than face-to-face groups. Decision agreement was equivalent across the two media. These audio effects for a highly equivocal task represent a further challenge to media richness theory.     

Effects of customer feedback level and (in)consistency on new product acceptance in the click-and-mortar context

We propose that feedback level and inconsistency jointly affect potential customers' acceptance of new products. We conducted two studies, one with a two-by-two design in which feedback level and inconsistency were constructed as binary categories, and the other with a continuous design of feedback level and inconsistency. We found that (1) higher feedback level and lower inconsistency increase customer acceptance; (2) feedback inconsistency moderates the relationship between feedback level and customer acceptance; and (3) extremely negative feedback has more significant impact than do moderately negative or extremely positive ones.     

Managing Co-occurring Conflicts in Teams

This study extends prior research on conflict in teams by showing that a team’s chances of appropriately managing one type of conflict depends on what other types of conflicts are co-occurring. We interviewed 44 managers from different industries who had recently participated in a negotiating team, asking about within-team conflicts and how those conflicts were managed. The data showed that task conflict increased the likelihood that teams managed co-occurring procedural conflicts appropriately, but that procedural conflicts decreased the likelihood that teams managed co-occurring task conflicts appropriately. These results explain why some teams fail to realize the theorized benefits of task conflict and why procedural conflict does not always have a deleterious impact on team performance: The co-occurrence of these different types of conflict can alter what strategy a team uses to manage conflicts.     

Teams developing business ideas: how member characteristics and conflict affect member-rated team effectiveness

Team researchers have found that the diversity to effectiveness ratings are mediated by team conflict. Using a sample of 73 teams developing their business ideas, I found direct effects of diversity and conflict on member-rated team effectiveness. Here, I explain how the circumstances under which these teams operate can lead to these findings. For these teams, task conflict was found to relate negatively to member-rated team effectiveness. This finding contrasts with research on organizational teams, where task conflict usually relates positively to team effectiveness ratings. I also found that both diversity and average member experience influence member-rated effectiveness. These findings imply that diversity, conflict, and ratings of team effectiveness may differ for teams developing business ideas as compared to organizational teams. Thus, findings from organizational team research should be applied with caution to teams developing business ideas and possibly to new venture teams in general.     

Correlates of state goal orientation for an MBA team project using a real-time performance feedback mobile application

Employees are increasingly using mobile applications for performance appraisals. Using 117 working master of business administration students engaged in team-based class projects, the authors utilized a new mobile app, DevelapMe, to provide team peers with real-time feedback. The authors investigated the correlates of state goal orientation. Using openness to receiving critical feedback, three reliable sender-based scales were found: sender explain, trust sender, and sender identify self. All three scales had a significant positive relationship to learning goal orientation, two of three with prove performance goal orientation, and none with avoid performance goal orientation. Practice in receiving peer-based real-time feedback can prepare students for using such mobile apps at work.     

Brand and consumer engagement behaviors on Facebook brand pages: Let's have a (positive) conversation

This paper examines consumer-brand engagement on social media, focusing on the dynamic interplay between brands and consumers as well as among consumers themselves. In addition to liking and sharing behaviors, we look at what influences consumers to provide feedback to brands by commenting on brand posts, connect with other consumers by replying to their comments and agree with other consumers by liking their comments and replies. Drawing on a large longitudinal dataset from 2740 Facebook brand pages across 25 industries, a multilevel multivariate autoregressive zero-inflated negative binomial model is used to examine how brand post and response behaviors are related to specific consumer engagement behaviors. Results show that the amount of brand posts indirectly affects consumer comments through increased liking and sharing, but with diminishing returns. Liking is key as it increases positive and attenuates negative feedback, whereas sharing is associated with both positive and negative consumer-brand comments. Posting photos and videos encourages liking, with photos having increasing returns. Videos are the only format with a direct positive influence on consumer-brand comments, though with decreasing effect. Brand replies to consumer comments, even delayed ones, have little effect on negative conversations but prompt replies would be more beneficial as they bolster positive consumer comments. Moreover, our findings provide evidence for both a “positivity spiral” and “negativity spiral”, with the negativity spiral stronger than the positivity one. Taken together, these findings shed light on how marketers can stimulate positive conversations between brands and consumers on social media.     

高管团队价值观、团队氛围对冲突的影响

文章实证分析了高管团队成员的社会价值观和团队氛围对冲突的影响。结果表明,高管团队的绩效观和集体主义观与任务冲突有正向联系,集体主义观异质性和绩效观异质性抑制任务冲突,利己权力观异质性引起任务冲突。研究发现高管团队开放性和信任构成的团队氛围与任务冲突有正向联系,总经理的集体主义导向与任务冲突正相关。研究没有发现价值观与关系冲突联系的直接证据,关系冲突更可能与情绪因素相联系。     

团队任务冲突与关系冲突转化机制——团队氛围的调节作用

团队中不同类型冲突之间作用机制的关系,日益成为组织管理领域的重要问题.本文引入团队氛围作为调节变量,对团队任务冲突对关系冲突影响的边界条件进行了探索.实证研究结果表明,团队氛围能对任务冲突与关系冲突的正相关关系产生负向调节作用,从而减弱任务冲突对关系冲突的负向影响.通过促进和谐的团队氛围,能够使团队在任务冲突存在的前提下形成有效的团队合作.团队经理应尽量避免任务冲突向关系冲突转化,促使团队中的任务冲突发挥促进信息交流和团队学习的作用,从而促进团队绩效的提升.     

The Effects of Cultural Diversity in Virtual Teams Versus Face-to-Face Teams

Diversity in the national background and culture of team members is common in virtual teams. An experimental study, with short term teams, was undertaken to examine the effect of cultural diversity on team effectiveness and to examine if this effect changes depending if the team worked face-to-face (F2F) or virtually. Heterogeneous teams were created that had greater diversity than homogeneous teams of individualism/collectivism values, different languages spoken, country of birth, and nationality. The teams worked on a desert survival task either F2F or virtually (via audioconference and electronic chat tools). The overall results indicated that heterogeneous teams were less satisfied and cohesive and had more conflict than the homogeneous teams, although there were no statistical differences in team performance levels. However, examining just the heterogeneous teams found that the performance of the virtual heterogeneous teams was superior to that of the F2F heterogeneous teams. The results support Carte and Chidambaram's (2004) theory that the reductive capabilities of collaborative technologies are beneficial for newly-formed diverse teams.     

冲突、社会资本与科研团队人才聚集效应

冲突与人才聚集效应的关系已引起学术界的探讨,但是,冲突与人才聚集效应的实证研究并未引起重视。本文以科研团队为分析对象,采用回归分析与调节效应检验等统计分析方法,研究冲突对人才聚集效应的影响,并分析社会资本对冲突与人才聚集效应之间关系的调节作用。研究表明,任务冲突对人才聚集效应具有显著正向影响,关系冲突对人才聚集效应具有显著负向影响。当进一步考虑社会资本的维度特征时,冲突对人才聚集效应的影响也将随着不同的维度特征呈现出内在的差异性。其中,结构资本水平越高,关系冲突与人才聚集效应之间的消极关系越强,而任务冲突与人才聚集效应之间的积极关系越强的结论未通过统计检验。此外,高水平的认知资本削弱了任务冲突与人才聚集效应之间的积极关系,弱化了关系冲突与人才聚集效应之间的消极关系。     

团队内冲突对团队决策质量和满意度影响的实证研究

Conflict is a pivotal variable influencing team decision performance. This article reviewed literature on intragroup conflict and studied how different types of conflicts affect perceived team decision quality and satisfaction. We conducted a survey on 156 managers and found that the task-relationship conflict dimensions are also valid in the Chinese context. We also found that both task conflict and relationship conflict are negatively related to team members’ decision satisfaction. Relationship conflict acts as a mediator between task conflict and decision satisfaction. __________ Translated from Guanli pinglun 管理评论 (Management Review), 2007, 19(7): 10–15     

基于风格层面的开放式基金反馈交易行为的实证研究

文章通过结合Sharpe模型的参数构造一个基于风格层面的基金反馈交易检验模型,对我国在2004年之前成立的开放式股票型基金的反馈交易行为进行实证研究,结果发现：基金普遍采取正反馈交易策略,价值型基金比成长型基金具有明显的正反馈交易特征;在熊市时期,债券型基金的正反馈交易特征最为突出;在牛市时期,成长型基金和债券型基金则表现出明显的负反馈交易特征;历史业绩突出的基金更容易在随后时期内采取正反馈交易策略,这种策略在熊市中会恶化业绩,而在牛市中往往会提高其随后的业绩。     

Managing conflict to improve the effectiveness of retail networks

Retailers are becoming involved with networks consisting of multiple firms in order to more effectively perform business activities such as supply chain management. This research develops and tests a framework outlining the effects of conflict in networks and how conflict management can mitigate and exacerbate these effects. A study of 81 simulated networks finds that inter-personal and task conflict have a negative effect on network member satisfaction and desire to be a member of the network. The use of a collaborative conflict management style has a positive effect on satisfaction and desire for continuity, but the effects of accommodative and confrontational styles depend on the level of inter-personal and task conflict present in the network.     

Affective conflict and identification of knowledge sources in MNE teams

How does affective conflict influence identification of knowledge sources in MNE teams? We apply social exchange theory and consider the effect of two types of affective interpersonal conflict: relational tension and self-interest on identification of knowledge sources in MNE teams. We further analyse how these effects are related to geographic and nationality differences. We test our hypotheses with a field study of 1181 dyadic interactions between 160 members within 40 MNE teams engaged in product innovation, human resources, and operational improvement in three large diversified MNEs. We find that affective conflict has a direct negative relationship to identification of knowledge sources in MNE teams. This relationship is further negatively moderated by geographic differences and nationality differences. Our study contributes to theoretical and empirical micro-foundations of conflict and identification of knowledge sources in MNE teams.     

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag Rev 26: 530–547) as mediating the effects of the conflict types and dimensions on group outcomes (productivity and viability). All three types of conflict decreased positive emergent states in groups and this led to a decrease in group viability (the ability of a team to retain its members through their satisfaction and willingness to continue working together; Balkundi and Harrison 2006; Acad Manag J 49: 49–68). This effect was alleviated by resolution efficacy (the belief that the conflict can be easily resolved) regarding process conflict, but could be exacerbated by any negative emotion associated with relationship conflict. Norms that encouraged task conflict also increased positive emergent states within groups, which marginally and positively influenced group performance.     

How work design characteristics affect service employees’ work–family conflicts

Despite scholars acknowledging that the five core job characteristics (i.e. skill variety, task significance, task identity, autonomy, and feedback) significantly positively influence employees’ psychological states (i.e. job meaningfulness, job responsibility, and results knowledge), few researchers have empirically studied how these job characteristics and psychological states are related to job involvement and work–family conflict (WFC). Research data were collected by conducting a survey of service employees through a market survey website. A total of 714 valid questionnaires were eventually collected, and structural equation modeling analysis was applied to the data. The results confirmed that skill variety and job involvement have a positive direct influence on WFC, whereas task feedback significantly decreases WFC. Additional analysis suggested that the five core job characteristics indirectly influence WFC through perceived job meaningfulness, responsibility, knowledge of results, and job involvement. The managerial implications for service managers developing employee work design strategies are provided.     

Breaking Silos: A Field Experiment on Relational Conflict Management in Cross-Functional Teams

In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams’ performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40:256–282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether; however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.     

The Differential Effects of Online Word-of-Mouth and Critics' Reviews on Pre-release Movie Evaluation

In this paper, we examine the persuasive influences of online user comments (or word-of-mouth) and of the reviews by movie critics on moviegoers' evaluation of to-be-released movies. Two distinctive features of this study are: (1) moviegoers are considered to be heterogeneous in their movie going frequency and (2) word-of-mouth and critical reviews are concurrently available, and the views expressed in the two messages are in conflict. Using three experiments with natural stimuli, we find that the persuasive effect of online word-of-mouth is stronger on infrequent than on frequent moviegoers, especially when it is negative (Study 1). The effect of negative word-of-mouth on infrequent moviegoers is enduring even in the presence of positive reviews by movie critics (Study 2). The relative influence of word-of-mouth and critical reviews are asymmetric with infrequent moviegoers more influenced by word-of-mouth, while frequent moviegoers more influenced by the reviews (Study 3). We validate this source–segment alignment through secondary data analysis.