Topic
Intragroup conflict
About: Intragroup conflict is a research topic. Over the lifetime, 292 publications have been published within this topic receiving 39990 citations. The topic is also known as: infighting.
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TL;DR: In this paper, the authors examined the effects of conflict on both individual and group-level variables to provide a more refined model of intragroup conflict, and found that whether conflict was beneficial depended on the type of conflict and the structure of the group in terms of task type, task interdependence, and group norms.
Abstract: I would like to thank Jennifer A. Chatman, Margaret Neale, Elizabeth Weldon, Dawn lacobucci, and Oswald Werner for comments on earlier drafts. I would also like to thank Linda Pike for her tremendous help, as well as Robert I. Sutton and three anonymous reviewers. This study examines the structure of 105 work groups and management teams to address the question of whether conflict can be beneficial. Multiple methods were used to examine the effects of conflict on both individualand group-level variables to provide a more refined model of intragroup conflict. Results show that whether conflict was beneficial depended on the type of conflict and the structure of the group in terms of task type, task interdependence, and group norms. Relationship and task conflicts were negatively associated with individuals' satisfaction, liking of other group members, and intent to remain in the group. In groups performing very routine tasks, disagreements about the task were detrimental to group functioning. In contrast, in groups performing nonroutine tasks, disagreements about the tasks did not have a detrimental effect, and in some cases, such disagreements were actually beneficial. Contrary to expectations, norms encouraging open discussion of conflict were not always advantageous. The results suggest that while such norms were associated with an increase in the number and intensity of relationship conflicts, they did not increase members' ability to deal with the conflicts constructively. The model developed here contributes to an integrated perspective on organizational conflict.'
3,610 citations
TL;DR: A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators.
Abstract: A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, and informational diversity) and two moderators ...
2,873 citations
TL;DR: Results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction, in contrast to what has been suggested in both academic research and introductory textbooks.
Abstract: This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, resultsrevealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductorytextbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict, team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated.
2,673 citations
TL;DR: In this paper, an integrative model of the relationships among diversity, conflict, and performance is presented, and the authors test that model with a sample of 45 teams and find that diversity shapes conflict and that conflict, in turn, shapes performance, but these linkages have subtleties.
Abstract: In this paper we present an integrative model of the relationships among diversity, conflict, and performance, and we test that model with a sample of 45 teams. Findings show that diversity shapes conflict and that conflict, in turn, shapes performance, but these linkages have subtleties. Functional background diversity drives task conflict, but multiple types of diversity drive emotional conflict. Race and tenure diversity are positively associated with emotional conflict, while age diversity is negatively associated with such conflict. Task routineness and group longevity moderate these relationships. Results further show that task conflict has more favorable effects on cognitive task performance than does emotional conflict. Overall, these patterns suggest a complex link between work group diversity and work group functioning.
2,480 citations
TL;DR: In this article, the authors focus on conflict as the crux of this paradox and provide evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.
Abstract: Top management teams make strategic decisions, and the products of their decision making influence organizational performance. However, a subtle paradox is embedded in this relationship. This study focuses on conflict as the crux of this paradox and provides evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.
2,464 citations