The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes |
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Authors: | Karen A Jehn Lindred Greer Sheen Levine Gabriel Szulanski |
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Institution: | (1) Social & Organizational Psychology, Leiden University, Wassenaarseweg 52, P.O. Box 9555, 2300 RB Leiden, The Netherlands;(2) Lee Kong Chian School of Business, Singapore Management University, 50 Stamford Road, 50-05-019, Singapore, 178899, Singapore;(3) Strategy Department, INSEAD, Singapore, 138676, Singapore |
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Abstract: | 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. |
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Keywords: | Conflict types Conflict dimensions Team viability Group performance Emergent states |
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