The effects of conflict asymmetry on mediation outcomes

Jehn, Karen A.; Rupert, Joyce; Nauta, A.

doi:10.1108/10444060610736594

Cited by 62 publications

(51 citation statements)

References 27 publications

(32 reference statements)

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“…Software delivered with poor quality leads to unhappy end users, which in turn, may cause infrequent system use (Hwang and Thorn, 1999), an indicator of system failure (DeLone and McLean, 1992McLean, , 2003. Job dissatisfaction is often positively associated with absenteeism, intention to leave, and actual turnover (Hulin, 1990;Jehn, 1995;Jehn, Rupert, and Nauta, 2006;Maslach, Schaufeli, and Leiter, 2001). Given the link between job dissatisfaction and turnover, it is especially important to study developer-tester conflict due to the current and projected shortage of IT talent (Luftman, 2008).…”

Section: Introductionmentioning

confidence: 99%

Sources of conflict between developers and testers in software development

Zhang¹,

Stafford²,

Dhaliwal³

et al. 2014

Information & Management

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Section: Introductionmentioning

confidence: 99%

Sources of conflict between developers and testers in software development

Zhang¹,

Stafford²,

Dhaliwal³

et al. 2014

Information & Management

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“…Managers, as well as employees, should be aware that what appears to be the same conflict situation can be perceived and experienced in quite different ways by those involved, and that this has important consequences. This suggests that a first step in managing work conflicts is for managers and team leaders to facilitate a shared understanding of the situation and to provide a forum for perspective taking (Galinsky et al, 2005;Galinsky & Mussweiler, 2001;Jehn et al, 2006) so that each party involved understands the other and can react with that in mind. In this way, individuals can agree that they disagree and move forward in their discussions toward more effective task conflict management and outcomes.…”

Section: Discussionmentioning

confidence: 99%

Task conflict asymmetries: effects on expectations and performance

Jehn¹,

Wit²,

Barreto

et al. 2015

International Journal of Conflict Management

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Purpose – The purpose of this paper is to examine the effects of asymmetric perceptions of task conflict (i.e. one person experiencing more conflict than the other) on the anticipated relationship with the partner, as well as subjective and objective performance. Design/methodology/approach – In a 2 × 2 between-participants experimental design, we manipulated participants’ perception of task conflict (perceive task conflict vs does not perceive task conflict) and the perceptual conflict composition of their group (asymmetry vs symmetry). Participants were randomly allocated to each of the four experimental conditions. Eighty-four psychology students at a Dutch university participated (25 men and 59 women; average age = 21). Findings – Results show that when individuals realize that they have asymmetric task conflict perceptions, they have lower expectations about having a positive relationship with their partner and perform worse compared to when they have symmetric task perceptions (i.e. both experiencing either low or high levels of conflict). Originality/value – Past research on conflict has not often taken into account that individuals involved in a conflict can experience different amounts of conflict. By conducting an experimental study, in contrast to past research on conflict asymmetry, we can better understand the causal relationship between (a)symmetry of conflict and outcomes. We also provide insight into the mediating chain that examines how conflict asymmetry interferes with work processes and leads to negative work outcomes.

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“…Most literature on organizational conflict addresses the types of conflict organizations encounter, the effects of such conflicts and what strategies should be put to use in order to resolve the conflicts (Jehn et al, 2010;Lee & Yu, 2004;Lewis et al, 1997;Thatcher et al, 2003;Wallace et al, 1999). Anyway, the ties between organizational culture and its effect on how conflict is handled within the workplace lacks in the literature.…”

Section: Organizational Conflict and The Importance Of Informal Managmentioning

confidence: 97%

The Role of Organizational Culture on Informal Conflict Management

Pietro

Virgilio

2013

International Journal of Public Administration

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Many researchers and scholars would without hesitation justify the role of formal processes to manage the conflict in the workplace. The conflict process is greatly influenced by organizational culture. A number of researchers have explored the influences of organizational culture on the different ways of handling conflict. But the organizational culture and conflict management research has often ignored the examination of the impact and implications of culture on informal conflict management in organizations.In this article we take a narrower approach that focuses on the specific domain of culture pertaining to the management of conflict. The purpose of this study was to analyze the amount and types of conflict in organizations with the aim of investigating the relationship between organizational culture and the behavioral norms used to informally manage conflict by examining the results of a survey questionnaire given to 168 employees of a Public Administration. The results indicate that there is a relationship between culture and behavioral norms. In this scenario, formal processes of conflict management become prescriptions and lose their relevance for understanding the challenges and the evolutions of conflict situations.We demonstrate that the practice of conflict management is more problematic, especially in that it brings the topic of organizational culture into the discussion of conflict theory literature.

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The effects of conflict asymmetry on mediation outcomes

Cited by 62 publications

References 27 publications

Sources of conflict between developers and testers in software development

Sources of conflict between developers and testers in software development

Task conflict asymmetries: effects on expectations and performance

The Role of Organizational Culture on Informal Conflict Management

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