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。     

冲突管理倾向对团队成员交换的影响-以人际信任为中介变量

本文通过对311个实际样本的调查,研究了合作性和竞争性冲突管理倾向对团队成员交换的影响,识别人际信任对冲突管理倾向和团队成员交换之间的中介作用。研究结果表明,合作性冲突管理倾向可以正向预测团队成员交换,竞争性冲突管理倾向可以负向预测团队成员交换,人际信任对冲突管理倾向和团队成员交换之间的关系起到完全中介作用。     

研发团队关系冲突对组织公民行为的影响研究——基于领导信任的视角

本研究基于研发团队内部领导与下属之间以及同事之间的二元关系冲突,构建企业研发团队的关系冲突对团队组织公民行为的影响机制模型。研究发现,在研发团队内部,研发团队的关系冲突对团队组织公民行为有着负向效应;领导信任对团队组织公民行为有着正向预测作用;领导信任在研发团队领导与团队成员的关系冲突与组织公民行为之间具有中介作用,而在研发团队内部同事之间的关系冲突与组织公民行为的关系之间起着调节变量的作用。     

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。     

团队冲突与团队创造力关系研究

团队创造力不只是以简单的个体创造力来整合的,也是以技能的交叉、共享、整合和知识为重要手段,为各成员创造了基于问题情境的良好互动空间,进而发挥出更大的组合优势和知识协同效应,促使团队能够实现个体单独实现不了的创造效能。本文首先对团队冲突进行了研究,接着探讨了不同种类的团队冲突对团队创造力的影响,最后从团队持续时间和团队规模的角度分析了团队冲突对团队创造力产生的影响。     

团队内的冲突管理

随着社会分工的细化和生产的复杂化,许多工作需要多人合作完成,因而“团队”工作模式被越来越多的采用。这种组织形式带来的效益是显而易见的,但如果团队中的成员不能有效合作,将会出现沟通不善、协作不力、考核不当、利益分配不公等现象,使团队充满了冲突,影响团队的协同作战,从而影响组织的运作效率。因而,随着团队模式的广泛运用,团队的冲突管理已经不容忽视。     

国际分销渠道中的任务冲突和情绪冲突

渠道冲突主要表现为任务冲突和情绪冲突,适度的任务冲突对国际分销渠道的建设和管理具有一定的积极作用,而情绪冲突会降低营销策略的质量和渠道成员对分销渠道的满意程度,对国际分销渠道造成消极的影响。通过构建以互联网为基础的知识共享平台,增强渠道成员自有知识的稀缺性和建立渠道成员间的信任机制,可以有效规避情绪冲突,利用任务冲突,从而促进国际分销渠道的发展和完善。     

高校科研团队内部冲突与管理沟通探讨

主要通过对高校科研团队内部冲突的形成原因,管理沟通必要性以及管理沟通在科研团队冲突中的作用等进行分析,并提出相应的能够促进高校科研团队管理沟通的建议。     

论管理团队冲突的技巧

冲突是团队中普遍存在的现象,对冲突的管理是团队管理中的重要部分.本文首先界定冲突和冲突管理的三个主要内容,之后,分别从冲突管理三个主要内容,即冲突的预防、冲突的诊断分析和冲突的处理三个内容中涉及的主要技巧予以分析.     

Team deep-level diversity,relationship conflict,and team members' affective reactions: A cross-level investigation

Drawing from recent advances in the study of deep-level diversity in work teams and the similarity–attraction paradigm, this study examines the ways in which diversity in personality characteristics and preference for teamwork among team members influences the relationship between relationship conflict and subsequent team member affective reactions. Using a longitudinal, multilevel sample of 53 teams (260 respondents), results reveal that similarity or homogeneity in agreeableness, conscientiousness, and emotional stability weakens the negative influence of relationship conflict on team member affective reactions, while heterogeneity in extraversion and preference for teamwork also weakens these relationships. A discussion of theoretical and practical implications follows.     

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     

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.     

Goals,Conflict, Politics,and Performance of Cross-Functional Sourcing Teams—Results from a Social Team Experiment

Strategic sourcing is carried out in cross-functional teams to account for the complexity and multidimensionality of modern procurement decisions. However, such teams not only enable the integration of distinct interdependent skill sets and viewpoints, they are also characterized by functional goal misalignment. We focus on the resulting behavioral challenges, namely conflict and politics, and their effects on team satisfaction and rationality, which ultimately leads to observed outcomes. We test our hypotheses in a structural equation model based on data gathered from 468 participants in a social team experiment. We find a mediated effect of goal misalignment on political behavior via two types of team conflict. Political behavior, in turn, obstructs rational team sourcing decisions and reduces team members’ satisfaction with the process. Our study indicates that behavioral challenges in the framework of Organizational Buying Behavior not only co-occur but affect each other via mediation. Hence, managers need to closely monitor the escalation chains’ origin, task conflict, which constitutes a necessary condition for further emotional dissent and political biasing. We contribute to the understanding of the challenges in cross-functional sourcing teams, thereby providing advice to executives in their pursuit to rationalize and improve sourcing team decisions and their outcomes.     

高管团队派系冲突的诱发前提、演化机理及其对组织绩效的影响——基于HB公司的纵向跟踪研究

采用纵向案例研究方法,对HB公司高管团队的特征演化进行历时8年的现场观察和跟踪,结果表明:在层级结构的组织内,派系冲突产生的先决条件有两个,一是冲突双方势均力敌,二是一方认为对方触动了自己的根本利益。冲突演化的路径是从认知冲突到情感冲突,最终转化为派系冲突。此外,当高管团队间的冲突停留在认知和情感阶段时,对企业经营绩效的影响并不显著,一旦升级为派系冲突,其对企业绩效的负向影响便逐渐显现。     

流动儿童歧视、社会身份冲突与城市适应的关系

采取整群抽样法在北京城区一所打工子弟学校、二所公立学校选取小五-初二年级的流动儿童415名进行问卷调查,采用个体歧视知觉问卷、社会身份冲突问卷、城市适应问卷探讨歧视、社会身份冲突、城市适应三者的关系。歧视会负向影响流动儿童城市适应状况;歧视会正向影响社会身份冲突;社会身份冲突会负向影响流动儿童城市适应状况;社会身份冲突在歧视与城市适应中的心理适应维度之间起中介作用。