Abstract
Intra-team conflict within core selling teams can shape team outcomes. Using congruency theory, we propose how conflict responses impact the relational distance between individuals in a core selling team, creating positive/negative team outcomes. Our framework suggests managers may improve team outcomes by monitoring sales team members' responses to conflict, encouraging internal cognitive voice behaviors, and intervening in teams not using internal cognitive voice behaviors when relational or process conflict exists. Our model helps explain the paradox in which an individual who is part of a “winning” team (one achieving its team goals) may still choose to exit the team.
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