The Effect of Task Conflict on Relationship Quality: The Mediating Role of Relational Behavior

Abstract

Previous studies have paid insufficient attention to how interorganizational task conflict affects relationship quality between parties. On the basis of survey data from the construction industry, this study explores the impact of interorganizational task conflict on relationship quality and the mediating role of relational behavior. The empirical results reveal that task conflict affects relationship quality (including satisfaction, trust, and commitment) negatively. Relational behavior has three dimensions: flexibility, information exchange, and solidarity. Information exchange partially mediates the effect of task conflict on satisfaction, trust, and commitment; solidarity plays a partial mediating role in the impact of task conflict on trust and commitment; and flexibility only mediates the impact of task conflict on satisfaction partially. Relational behavior in accordance with relational norms can partially account for the impact of interorganizational task conflict on relationship quality. This paper also provides practical guidance for construction practitioners.

Handling inter-organisational conflict based on bargaining power

“…While high-power parties may strive to maximise their interests at the expense of others’ in negotiations, their ideal outcome may be to cooperate and achieve the integration of both parties’ interests (Galinsky et al , 2017). Particularly in construction projects, where parties are interdependent, cooperation in resolving problems helps to improve relationship quality between organisations (Lu and Guo, 2019) so the parties can work together to achieve shared project goals. Furthermore, a win-win negotiation outcome resulting from good cooperation can enhance corporate reputation and bring about more business opportunities in the future.…”

The Effects of Conflict on Co-Worker Close Relationship: A Potential Mediator Between Conflict and Organizational Outcomes

“…While debate on the outcomes of the conflicts continue (De Dreu, 2008;Jehn et al, 2008;Jehn & Bendersky, 2003), this research provides a new perspective to shed light on these complex results. It can be said that the conflict, which is a social phenomenon between at least two people, is not sufficiently addressed in the context of the relations between the parties in conflict (Lu & Guo, 2019). In this context, the presented research is a pioneering study that examines the interaction between conflict and relational capital which have important effects on business outputs, such as performance, innovation, collaboration stability, information sharing (Blatt, 2009;Kale, Singh & Perlmutter, 2000;Martini et al, 2016;Moran, 2005).…”

“…Individuals tend to have negative impressions about the people they have a conflict with, and therefore they may disagree or reject the opinions and thoughts of the these people (Vahtera et al, 2017). This situation is a challenge against the opinions of the individual and causes a negative effect on cooperation and trust between the parties (Lu & Guo, 2019;Rispens, Greer & Jehn, 2007;Swann et al, 2004).…”

“…When parties of a conflict experience strong emotions, their ability to process the information they have about the requirement and history of the relationship, and perhaps their ability to pursue their own interests and make their decisions in this context, can be significantly reduced (Baron, 1991). Indeed, several researchers submited that task conflict can reduce positive behavioral intentions and weaken trust, commitment, satisfaction, respect and harmony in the relationship (Jehn et al, 2008;Lu & Guo, 2019). When individuals have negative impressions and feelings about the people with whom they have task conflict, the behaviors that this impression reflects corresponds with the same according to the social exchange theory, and conflict's negative affect on the relationship increases (Peterson & Behfar, 2003;Ring & Van De Ven, 1992;Vahtera et al, 2017).…”

The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles

“…Holmlund (2001) defines the relationship quality between business partners in the business-to-business (B2B) field as the common cognitive evaluation of the business interaction by the individuals who influence one another in the business relationship. The connotation of relationship quality in construction projects is more abundant, including trust, commitment, satisfaction, teamwork, relational attitudes, team integration, and capability (Lu & Guo, 2019;Suprapto et al, 2015). Modern projects are complex and uncertain, and adapting to and handling project changes require agile project management (Williams et al, 2015); such agility requires high-quality interpersonal relationships within the project.…”