A Contingency Model of Conflict and Team Effectiveness

被引：129

作者：

Shaw, Jason D. ^{[1
]}

Zhu, Jing ^{[2
]}

Duffy, Michelle K. ^{[1
]}

Scott, Kristin L. ^{[3
]}

Shih, Hsi-An ^{[4
]}

Susanto, Ely ^{[4
]}

机构：

[1] Univ Minnesota, Carlson Sch Management, Minneapolis, MN 55410 USA

[2] Hong Kong Univ Sci & Technol, Dept Management, Hong Kong, Hong Kong, Peoples R China

[3] Clemson Univ, Coll Business & Behav Sci, Clemson, SC 29631 USA

[4] Natl Cheng Kung Univ, Inst Int Business, Tainan 70101, Taiwan

来源：

JOURNAL OF APPLIED PSYCHOLOGY | 2011年 / 96卷 / 02期

关键词：

relationship conflict; task conflict; team performance; team processes; INTRAGROUP CONFLICT; TASK CONFLICT; MANAGEMENT TEAMS; WORK GROUP; PERFORMANCE; DIVERSITY; MEMORY; TRUST; INTERDEPENDENCE; SATISFACTION;

D O I：

10.1037/a0021340

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.

引用

页码：391 / 400

页数：10

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