Conflict perceptions in top management teams: a cross-cultural study

Sternad, Dietmar; Schwarz-Musch, Alexander

doi:10.1504/ejccm.2014.063381

Cited by 1 publication

(1 citation statement)

References 77 publications

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“…The conflict between accountants and engineers, for example, is well supported by the literature, with Currie (1989), arguing that some engineers have failed to justify investments in new technology to top management because they were unable to demonstrate the benefits in financial terms. Sternad and Schwarz-Musch (2014) found that lower levels of conflict were reported when decisions were made in groups rather than by one individual decider. Jehn and Mannix (2001) stated that, “conflict in work groups can be categorised into three types – relationship, task, and process conflict”.…”

Section: Literature Reviewmentioning

confidence: 88%

An exploratory study of team conflict in the capital investment decision-making process

Lefley

2018

IJMPB

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Purpose The purpose of this paper is to explore the current management perceptions regarding conflict within teams, specifically looking at capital investment appraisals, with the aim of improving team performance. Design/methodology/approach The research was undertaken in two stages. The first stage is based on a postal questionnaire survey relating to the appraisal of capital investments, addressed to large UK organisations. The second stage was conducted through semi-structured interviews, which were followed by a short-questionnaire sent out by e-mail, and designed from the information obtained from the interviews. The research is both qualitative and quantitative. Findings From the exploratory study, the author was able to identify and further investigate what the author’s respondents termed “personal” and “departmental” conflicts, as well as what the author perceived to be “good” (positive) conflict and “bad” (negative) conflict. The author finds that controlled “departmental” conflict may lead to enhanced decision making, while “personal” conflict may be destructive and lead to non-optimal decision making. The author also identified the importance of the investment appraisal “procedure” as distinct from the individual models used, and suggests that this is one way of controlling conflict within teams. Research limitations/implications The research is limited by the fact that it is based on individual perceptions of a small sample number. However, the sample consists of some of the most senior executives from the largest UK organisations whose views are usually difficult to obtain by academics. Practical implications It provides senior managers with a comprehensive view, by their peers, and a better understanding of team conflict, especially with regard to “personal” and “departmental” conflicts; thus, allowing them to manage teams more efficiently in the future. Originality/value The research is unique in that it focusses on conflict within teams that are given the specific task of appraising capital projects and it theorises on what the respondents’ terms “departmental” and “personal” conflict. It brings up-to-date, managements’ current perception of team conflict and contributes to the ongoing search for a better understanding of conflict within business teams, and ultimately to an enhanced team performance and improved decision making.

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Section: Literature Reviewmentioning

confidence: 88%

An exploratory study of team conflict in the capital investment decision-making process

Lefley

2018

IJMPB

View full text Add to dashboard Cite

show abstract

Conflict perceptions in top management teams: a cross-cultural study

Cited by 1 publication

References 77 publications

An exploratory study of team conflict in the capital investment decision-making process

An exploratory study of team conflict in the capital investment decision-making process

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