Productive Conflict: The Importance of Conflict
                    Management and Conflict Issue

Dreu, De; Carsten, K W

doi:10.4135/9781446217016.n2

Cited by 165 publications

(160 citation statements)

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“…This data thus indicates that far from being a negative strategy that shows lack of concern both for self and for other (see Figure 1 above), promoting conflict avoidance can be a very effective and positive management strategy. This applied linguistic research thus supports other work in organizational behaviour and cross-cultural psychology (e.g., De Dreu 1997;Gire and Carmet 1992;Leung et al 1990;Markus and Kitayama 1991;Morris et al 1998;Ohbuchi and Takahashi 1994) that maintains that conflict avoidance in fact can be motivated by a concern (rather than lack of concern) for others.…”

Section: Conflict and Discourse Researchsupporting

confidence: 54%

“…In fact, other researchers have found that avoiding is motivated by a concern for the relationship with the people involved (e.g., De Dreu 1997;Leung et al 1992;Markus and Kitayama 1991;Morris et al 1998). Friedman, Chi and Liu (2006) proposed that far from reflecting lack of concern, an avoiding style could result from concern for others.…”

Section: Intercultural Perspectivesmentioning

confidence: 99%

“…In the rest of this chapter, the terms used are: collaborative, competitive, compromising, accommodative and avoiding. (Thomas 1976;Rahim 1992)  Sharing (Thomas 1976)  Appeasing (Thomas 1976)  Accommodative (Thomas 1976)  Obliging (Rahim 1992)  Yielding (De Dreu 1997)  Neglecting (Thomas 1976)  Avoidant/ avoiding (Thomas 1976;Rahim 1992;De Dreu 1997) Low High…”

mentioning

confidence: 99%

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6. Multidisciplinary perspectives on intercultural conflict: the ‘Bermuda Triangle’ of conflict, culture and communication

Meurs¹,

Spencer‐Oatey²

2007

Handbook of Intercultural Communication

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Section: Conflict and Discourse Researchsupporting

confidence: 54%

Section: Intercultural Perspectivesmentioning

confidence: 99%

mentioning

confidence: 99%

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6. Multidisciplinary perspectives on intercultural conflict: the ‘Bermuda Triangle’ of conflict, culture and communication

Meurs¹,

Spencer‐Oatey²

2007

Handbook of Intercultural Communication

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“…Today, conflict researchers even view conflict as a potentially useful occurrence in an organization, because, if handled appropriately, it can enhance creativity and innovation, improve the quality of decision making, and provide for mutual understanding (De Dreu, 1997;Pelled, Eisenhardt, & Xin, 1999). According to Lewicki and Wiethoff (2000), the rise of conflict can test relationships and provide an opportunity for the parties that are involved to understand whether they are valued and trusted.…”

Section: Conflict Management Stylesmentioning

confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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“…These forms of conflict have been found to have different consequences on the performance of teams, with relationship conflict being the most damaging (Amason & Sapienza, 1997;De Dreu, 1997;Pelled, 1996; Pelled, Eisenhardt, & Xin, 1999).…”

mentioning

confidence: 99%

Measuring the effect of conflict on software engineering teams

Karn

Cowling

2008

Behavior Research Methods

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582This article describes how observational methods were used to ascertain the effect of conflict on the performance of software engineering (SE) teams during the important feasibility, requirements analysis, and design phases of software projects, and the subsequent development of social and conflict interaction protocols to allow researchers to record conflict episodes when they occurred. Three teams consisting of master of science (MSc) students at the University of Sheffield were observed as they worked through the feasibility, analysis, and design phases of the SE life cycle. Each occurrence of conflict between team members was recorded, as well as the form and intensity of the conflict.There were several reasons for pursuing this line of research. The first is that commercial SE is a team-based activity, and, as in other related contexts, success is dependent to a large extent on whether or not team members have succeeded in establishing a cooperative environment (Cohen & Bailey, 1997). Additionally, several scholars have opined that the social factors of SE are potentially more important than the technical aspects (Curtis, 1991(Curtis, , 1998Curtis, Krasner, & Iscoe, 1988;Curtis, Walz, & Elam, 1993). This view is reinforced by other scholars who hold the belief that future SE research should focus more on human factors (Crowston & Kammerer, 1998a, 1998bPetre, Budgen, & Scholtz, 2004). The rationale behind this argument is that further exploration into these areas will play an important role in the maturation of SE as an academic discipline.The importance of teamwork in SE has long been recognized at a pedagogic level. It is now common for SE degree programs to include one or more team projects. These projects should enable team members to develop what has been termed positive interdependence (Johnson & Johnson, 1978), which theoretically should result in enhanced short-term memory, long-term retention, greater understanding of course material, and critical thinking and problem-solving skills.Although there are numerous advantages to working in teams, there are also several problems that one needs to be aware of (Harris & Looney, 1999). Harris and Looney stated that one of the main problems is that a team approach to a project usually generates a greater degree of conflict than many people are accustomed to. This conflict can be a serious impediment to performance.This situation raises the question of what the exact nature of conflict actually is. Some (Amason, 1996;Galinsky, 2002;Jehn, 1995) have argued that conflict is an inevitable and pervasive aspect of organizational life. People are said to be in conflict when the actions of one person are interfering, obstructing, or in some other way making another's behavior less effective (Tjosvold, 1997).Previous team-process research has distinguished three separate forms of conflict: task (or cognitive), relationship (or affective) (Amason, 1996;Amason & Schweiger, 1994;Pinkley, 1990), and process (Jehn, 1995). These forms of conflict have been found to have ...

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Productive Conflict: The Importance of Conflict Management and Conflict Issue

Cited by 165 publications

References 0 publications

6. Multidisciplinary perspectives on intercultural conflict: the ‘Bermuda Triangle’ of conflict, culture and communication

6. Multidisciplinary perspectives on intercultural conflict: the ‘Bermuda Triangle’ of conflict, culture and communication

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Measuring the effect of conflict on software engineering teams

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