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A Conflict Model of Reward-seeking Behavior in Male Rats
Published on: February 20, 2019
A contingency model of conflict and team effectiveness.
Jason D Shaw1, Jing Zhu, Michelle K Duffy
1Carlson School of Management, University of Minnesota, 321 19th Avenue South, Minneapolis, MN 55410, USA. shawx218@umn.edu
The Journal of Applied Psychology
|October 14, 2010
Summary
High relationship conflict harms team performance, while low levels allow for optimal task conflict. This study explores team dynamics in Taiwan and Indonesia.
Area of Science:
- Organizational Behavior
- Team Dynamics
- Conflict Management
Background:
- Task conflict and relationship conflict are distinct team dynamics.
- Team effectiveness is often measured by performance and member satisfaction.
- Understanding conflict's impact on teams is crucial for productivity.
Purpose of the Study:
- To extend theories on the interplay between task conflict, relationship conflict, and team effectiveness.
- To investigate these relationships in diverse cultural contexts (Taiwan and Indonesia).
- To analyze the moderating role of relationship conflict on task conflict and team outcomes.
Main Methods:
- Utilized two samples of work teams from Taiwan and Indonesia.
- Developed and tested theoretical extensions of conflict-effectiveness relationships.
- Employed quantitative analysis to examine moderating effects.
Main Results:
- Relationship conflict significantly moderates the task conflict-team performance link.
- An inverted U-shaped relationship between task conflict and performance exists at low relationship conflict.
- A linear, negative relationship is observed at high relationship conflict levels.
Conclusions:
- Relationship conflict critically influences how task conflict affects team performance.
- Findings suggest that managing relationship conflict is key to leveraging task conflict positively.
- Further research is needed to clarify the impact on team-member satisfaction.
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