On the dimensionality of intragroup conflict

Abstract

Purpose The purpose of this paper is to explore the dimensionality of intragroup conflict and to develop an instrument with acceptable psychometric properties for the comprehensive measurement of conflict. Design/methodology/approach This paper strictly follows the standard scale-developing method: first, establish theoretical dimensions of intragroup conflict; then, develop the initial scale through in-depth interviews and coding schemes; third, revise and verify the scale through exploratory factor analysis and confirmatory factor analysis; and, finally, examine the predictive validity of the new intragroup conflict scale. Findings This study identifies four dimensions of intragroup conflict – cognitive conflict, affective conflict, behavioral conflict, and interest-based conflict – and provides evidence of construct validity for a new measure. The results show that cognitive and interest-based conflict affect group innovation performance positively, whereas affective and behavioral conflict affects it negatively. Originality/value This study first detects interest-based conflict as a new dimension and explores a more comprehensive scale (ABCI) that reflects all the connotations of conflict, which deepens the understanding of intragroup conflict, laying a solid foundation for empirical studies of conflict.

Behavioural conflict on employee wellbeing: role of negative affect state and workplace fun

“…The conflict's behavioural manifestation is considered the significant conflict process (Arieli, 2016;Wall and Callister, 1995). Employees' behavioural conflict is defined as "conflicts associated with destructive clashesdestructive interactions such as fistfights, obstruction, and backstabbing" (Ma et al, 2017). Behavioural conflicts are likely to result in destructive incompatible actions among employees, such as arguments, fierce debates, antagonism, and hostility (Baki and Hartwick, 2004).…”

“…However, research on workplace conflict has given more attention to the effect of task, process, and relationship conflicts among employees and overlooked the effect of one significant dimension of conflict, i.e. behavioural conflict (Ma et al, 2017). Ma et al (2017) stated that when employees work together, behavioural conflicts are inevitable, and a lack of understanding of the effect of behavioural conflicts creates difficulties for practitioners and academicians alike.…”

“…behavioural conflict (Ma et al, 2017). Ma et al (2017) stated that when employees work together, behavioural conflicts are inevitable, and a lack of understanding of the effect of behavioural conflicts creates difficulties for practitioners and academicians alike. In this line, Ma et al (2017) have stated that it is vital to address the impact of behavioural conflicts on various outcomes to improve the conflict management processes in organisations.…”

“…Ma et al (2017) stated that when employees work together, behavioural conflicts are inevitable, and a lack of understanding of the effect of behavioural conflicts creates difficulties for practitioners and academicians alike. In this line, Ma et al (2017) have stated that it is vital to address the impact of behavioural conflicts on various outcomes to improve the conflict management processes in organisations. Though employee well-being is essential for individuals and organisations (Mehta, 2021;Nimmi et al, 2022;Singh et al, 2019;Somers et al, 2021), the effect of behavioural conflicts on employee well-being remains largely unexamined (Ma et al, 2017).…”

“…In this line, Ma et al (2017) have stated that it is vital to address the impact of behavioural conflicts on various outcomes to improve the conflict management processes in organisations. Though employee well-being is essential for individuals and organisations (Mehta, 2021;Nimmi et al, 2022;Singh et al, 2019;Somers et al, 2021), the effect of behavioural conflicts on employee well-being remains largely unexamined (Ma et al, 2017).…”