Examining the “Pros” and “Cons” of Team<i>Con</i>flict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict

O’Neill, Thomas A.; Allen, Natalie J.; Hastings, Stephanie E.

doi:10.1080/08959285.2013.795573

Cited by 206 publications

(221 citation statements)

References 110 publications

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“…Role clarity has been found to be an important factor increase employee performance (e.g., Jackson and Schuler, 1985;Shoemaker, 2003), and has been found to has a positive and significant impact on organizational commitment, employee job satisfaction (e.g., Teas, 1980), reduced job-related tension, lower burnout, lower turnover intensions, satisfaction with co-workers (e.g., Foote et al, 2005;Bauer et al, 2007;Agnihotri et al, 2012). However, existing studies of role conflict and clarity of role thus far has been limited to work roles (e.g., supervisors, managers) in organizations and have not yet conducted regarding roles in interdependent work groups (Beauchamp and Bray, 2001;O'Neill et al, 2013). Klein at al.…”

Section: Uluslararası İktisadi Ve İdari İncelemeler Dergisimentioning

confidence: 99%

The Effect of Vision and Role Clarity on Team Performance

Lynn

Kalay

2016

UİİİD

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Although many studies conclude that vision and role clarity are important at the organizational level, the impacts of vision and role clarity on innovation/teams have received far less attention. A strong vision and role definition can provide direction to a team and can positively impact its ability to succeed. The purpose of this research is to discuss vision components and Role Clarity, and explore their impacts on team performance. After studying the vision on a series of nine innovation teams at three companies (Apple, IBM, and HP), we empirically tested the impact of the two components of vision (Vision Clarity, and Vision Support) and Role Clarity on overall team performance. Data were collected from 75 team members. We found that Vision Clarity has a positive effect on team performance. We also found that, Vision Support and Role Clarity are not significantly related to team performance. Keywords

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Section: Uluslararası İktisadi Ve İdari İncelemeler Dergisimentioning

confidence: 99%

The Effect of Vision and Role Clarity on Team Performance

Lynn

Kalay

2016

UİİİD

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“…For example, Tjosvold et al (2003) showed that a positive attitude to conflict is positively related to collaborative interaction in teams. Some studies have found a negative relationship between conflict and collaboration (Duarte and Davies in Dietrich et al, 2010), while others also emphasise the positive aspects of conflicts (Vaaland and Håkansson, 2003) as task conflict has a beneficial effect on the performance of decision-making teams (O'Neill et al, 2013). De Dreu and Weingart (2003) executed meta-analysis on the effects of relational and task conflicts on team performance and team member satisfaction and found that both of these conflict types are negatively…”

Section: Relationships Factormentioning

confidence: 99%

Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

125

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach -In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings -The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications -The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value -This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the "human factors" that influence perceived PM success which should benefit both researchers and practitioners.

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“…A prominent case is the phenomenon of intragroup disagreements or confrontations, hitherto interpreted and intensively researched in the context of team or group conflict. The output is a partially contradictory and inconsistent body of knowledge [16,51,75], failing to provide clear prescriptions regarding collaboration engineering and the design of appropriate support systems. The insufficiency may hails from the inadequate framing of relevant findings.…”

Section: Introductionmentioning

confidence: 99%

Call for Action: Designing for Harmony in Creative Teams

Dolata

Schwabe

2014

Advancing the Impact of Design Science: Moving From Theory to Practice

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Competitive markets force diverse organizations to intensively manage innovation. Many of them set up multifunctional teams responsible for generating novel and original ideas. Such teams often face higher risk of conflicts and tensions, being an inherent part of creative processes. Impact of this phenomena on creative performance of teams, even though extensively addressed in research, remains unclarified. We approach this issue while providing a novel interpretation framework inspired by the concept of harmony in jazz improvisation. We apply it to observations made with project teams in an organizational setting, and use it to inform design of a supporting collaborative solution. We postulate the need for further work on team harmony and creativity. Abstract. Competitive markets force diverse organizations to intensively manage innovation. Many of them set up multifunctional teams responsible for generating novel and original ideas. Such teams often face higher risk of conflicts and tensions, being an inherent part of creative processes. Impact of this phenomena on creative performance of teams, even though extensively addressed in research, remains unclarified. We approach this issue while providing a novel interpretation framework inspired by the concept of harmony in jazz improvisation. We apply it to observations made with project teams in an organizational setting, and use it to inform design of a supporting collaborative solution. We postulate the need for further work on team harmony and creativity.

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Examining the “Pros” and “Cons” of TeamConflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict

Cited by 206 publications

References 110 publications

The Effect of Vision and Role Clarity on Team Performance

The Effect of Vision and Role Clarity on Team Performance

Linking trust and collaboration in project teams to project management success

Call for Action: Designing for Harmony in Creative Teams

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