Intragroup Trust Research Articles

Antecedents of relationship conflict in top management teams

Purpose– The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration.Design/methodology/approach– Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used.Findings– The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration.Research limitations/implications– It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context.Originality/value– Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.

Sinking Slowly: Asymmetry in Propensity to Trust Predicts Downward Trust Spirals in Small Groups

This paper examines the phenomenon of trust spirals in small groups. Drawing on literature on the spiral reinforcement of trust, we theorize that diversity in propensity to trust has affective and cognitive consequences related to trust (i.e., feelings of frustration and perceptions of low similarity), reducing the level of experienced intragroup trust early in a group’s development. Reduced experienced trust then fuels relationship conflict and lowers trust even further over time, ultimately having a negative effect on group performance. These ideas are tested using a sample of MBA student groups surveyed at 3 time periods over 4 months. Results confirm our hypothesis that diversity in propensity to trust is sufficient to trigger a downward trust spiral and poor performance in small groups.

The Shared Leadership Process in Decision-Making Teams

ABSTRACT The present study examined the process of shared leadership in 45 ad hoc decision-making teams. Each team member's leadership behavior (n = 180) was assessed by behaviorally coding videotapes of the teams' discussions. The within-team patterns of leadership behavior were examined using cluster analysis. Results indicated that the likelihood of a team experiencing a full range of leadership behavior increased to the extent that multiple team members shared leadership, and that teams with shared leadership experienced less conflict, greater consensus, and higher intragroup trust and cohesion than teams without shared leadership. This study supports previous findings that shared leadership contributes to overall team functioning, and begins to delineate the extent to which team members may naturally share leadership.

Exploring the Dynamics of Workgroup Fracture

A temporary workgroup of trained British soldiers fractured and nearly lost members’ lives when it encountered unexpected adversity in Low’s Gully, Borneo. Although demography-oriented theories of group faultlines and diversity types offer useful cross-sectional baselines for predicting and explaining workgroup fracture, the authors examine the Low’s Gully expedition to build theory exposing the longitudinal microfoundations of workgroup fracture under adversity. The authors incorporate the long-established concept of common ground among parties—information that is both mutually held and mutually understood to be mutually held—to uncover changes in group members’ communications success, intragroup trust, tacit coordination, and fracture likelihood as the expedition’s situation became increasingly tenuous. Their study of how this diverse workgroup faced extreme adversity shows how group trust can dissolve under adversity in a sequence moving from initial trust, to trust-with-trepidation, and then to distrust. Theoretical insights indicate that common ground arising from shared positive experiences increases workgroup resistance to fracture under adversity more than does common ground arising from similar backgrounds; a trust violation occurring among highly similar group members is perceived to be more severe and results in a greater increase in group fracture likelihood than does the same trust violation among dissimilar group members; perceived leader benevolence and integrity are more vital than ability for maintaining intragroup trust, even when ability is necessary for task success; and finally, distrust can sometimes be warranted and even vital for a workgroup’s task accomplishment. The authors discuss the implications for future research and practice.

Collective action initiatives to improve marketing performance: Lessons from farmer groups in Tanzania

This study aims to examine the extent to which certain characteristics and asset endowments of smallholder farmer groups facilitate collective action initiatives to improve group marketing performance. This is approached through an evaluation of a government-led programme in Tanzania, which is attempting to increase smallholder farmers’ incomes and food security through a market-oriented intervention. Findings suggest that more mature groups with strong internal institutions, functioning group activities, and a good asset base of natural capital are more likely to improve their market situation. Gender composition of groups also affects group marketing performance, as an enabling factor for male-dominated groups. Structural social capital in the form of membership in other groups and ties to external service providers, and cognitive social capital in the form of intra-group trust and altruistic behaviour are not significant factors in a group’s ability to improve its market situation.

Managing Identities Across the Negotiation Divide: The Effect of Intra-Group Trust Development Strategies in Inter-Group Negotiations

In today's competitive business environment, organizations often try to gain advantage over their competitors by hiring employees from other firms with whom they do business. In light of the unique background, perspectives, and relationships that these new employees possess, they may be used strategically in boundary spanning roles that capitalize on their previous knowledge and relationships. It is the goal of this piece to analyze the process by which such individuals become members of new organizational groups, focusing on the development of trust among group members. More specifically this paper examines the effects of two trust development strategies - social exchange versus swift trust - on inter-group interactions, particularly negotiations in which newly assimilated group members negotiate against members of their previous organizational groups. The effects on both outcomes and processes, in light of both negotiation success and failure are examined. This paper extends the trust literature by exploring the intended and unintended consequences of both swift-trust and social exchange models as applied to a new organizational context.

The Effect of Trust on Conflict and Performance in Groups Split by Demographic Faultlines

In this paper, we examine the mediating role of relationship, task, and process conflict in the much debated relationship between intra-group trust and group performance. We test these relationships with two different studies, including one longitudinal study of student workgroups. We propose and find that high levels of intragroup trust are negatively related to both potentially performance enhancing group processes (e.g., task conflict) and performance detracting group processes (e.g., process conflict) across two studies, providing a new explanation for the past contradictory effects of intra-group trust on performance. We also introduce the concept of diversity faultlines as a potential moderator in the relationship between trust and the intragroup conflict types, in order to better understand how group context may influence the relationship between trust and conflict. We propose and find across both studies that when faultlines are strong, trust is less likely to reduce potentially beneficial work-related debates and is more likely to reduce potentially harmful process conflicts.

It could be worse

PurposeThe purpose of this paper is to introduce and test a model of group processes (e.g. conflict), emergent states (e.g. trust), and group context (e.g. connectedness) to better understand the mechanisms that underlie the traditionally negative effects of conflict.Design/methodology/approachA total of 27 workgroups of a Dutch telecommunications company participated in a survey. To assess trust as a mediator between conflict and performance bootstrapping analysis was used. In addition, the moderating role of the three connectedness types was investigated with hierarchical regressions.FindingsThe results suggest that trust partially mediates the effect of task conflict and fully mediates the effect of relationship conflict on performance. Furthermore, trust is less affected by task conflict when group members are highly cognitively connected and less affected by relationship conflict when group members are highly task connected.Research limitations/implicationsThis research implies that task and cognitive connectedness decrease the negative effect of conflict on trust, and hence, performance. Shortcomings include discussing the causality between conflict and trust, and the possibility of different perceptions among group members regarding group phenomena.Practical implicationsThe findings suggest that managers can help to provide circumstances in which conflict is not necessarily destructive for intragroup trust and performance.Originality/valueProvides one of the first empirical examinations of the mediating role of trust in the relationship between task and relationship conflict and perceived group performance. Additionally, examines if connectedness (the level of active involvement of group members with each other) buffers the negative effects of conflict on trust.

THE KEY ROLE OF PERSONAL VALUES IN DECOUPLING TASK CONFLICT FROM RELATIONSHIP CONFLICT.

The article examines the correlation between task conflict and relationship conflict and the challenge of achieving the former without provoking the latter. Other studies that have shown that intragroup trust is the key in accomplishing this desired effect are discussed. The current study examines how that trust is affected by differing value systems. Collectivistic cultures are compared to cultures that value individuality. The authors argue that differing personal values affect the extent of trust that exists in intragroup settings. Two boundary markers are set forth: the extent that individuals value the benefits over the risks of task conflict and the extent that individuals place value on intragroup trust.

The Economics of Co-Ethnic Employment: Incentives, Welfare Effects and Policy Options

Co-ethnic employment refers to the stylised fact of many labour markets that there is an over-representation of workers of the same ethnic group within firms. This paper presents empirical proof of the phenomenon and analyses the incentives for employees to work in co-ethnic firms. It argues that strong social networks and related high intra-group trust constitute the major reasons for co-ethnic employment by lowering information and co-ordination costs. In the short run, co-ethnic employment leads to more jobs for employees, easy access to labour for ethnic minority firms, strengthening of the group values and norms, and less unemployment and social security problems for society. In the long run, co-ethnic employment might form an obstacle to the social and economic emancipation of ethnic minority groups. It generates disincentives for individual group members to acquire general skills, hinders the development of ethnic minority firms, fosters the danger of the ethnic trap and stimulates the emergence of an enclave economy.

Trust: A Neglected Variable in Team Effectiveness Research

ABSTRACTTrust is frequently espoused as being critical to effective team processes and performance. Yet, few studies have investigated the relationship between trust and team processes, or team effectiveness. There is currently a need to locate propensity to trust (a personality composition variable) and intragroup trust (an emergent state) within mainstream team effectiveness models, not only to provide much-needed theoretical and empirical support for trust's central role in team effectiveness, but also to increase our understanding of how trust influences team effectiveness. This paper argues that trust is a neglected variable within team effectiveness research that requires further empirical investigation.

Trust: A Neglected Variable in Team Effectiveness Research

ABSTRACTTrust is frequently espoused as being critical to effective team processes and performance. Yet, few studies have investigated the relationship between trust and team processes, or team effectiveness. There is currently a need to locate propensity to trust (a personality composition variable) and intragroup trust (an emergent state) within mainstream team effectiveness models, not only to provide much-needed theoretical and empirical support for trust's central role in team effectiveness, but also to increase our understanding of how trust influences team effectiveness. This paper argues that trust is a neglected variable within team effectiveness research that requires further empirical investigation.

The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

Moderate task conflict has generally been associated with higher group performance, and relationship conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of intragroup conflict cause differences in group performance—rather than testing the additional possibility that reported group conflict is a reaction to feedback on past group performance. This paper explores the dynamic relationships between intragroup conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increases in both task and relationship conflict, but that (b) groups with high early intragroup trust are buffered from experiencing the worst of future relationship conflict.

Task conflict and relationship conflict in top management teams: the pivotal role of intragroup trust.

Task conflict is usually associated with effective decisions, and relationship conflict is associated with poor decisions. The 2 conflict types are typically correlated in ongoing groups, however, which creates a prescriptive dilemma. Three explanations might account for this relationship--misattribution of task conflict as relationship conflict, harsh task conflict tactics triggering relationship conflict, and misattribution of relationship conflict as task conflict. The authors found that intragroup trust moderates the relationship between task conflict and relationship conflict in 70 top management teams. This result supports the "misattribution of task conflict" explanation. The authors also found a weak effect that is consistent with the argument that tactical choices drive the association between the 2 conflict types. We infer that trust is a key to gaining the benefits of task conflict without suffering the costs of relationship conflict.

Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust.

Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust.

Factors and Outcomes Associated with Mentoring among Health-Care Professionals

On the basis of a model developed by Hunt and Michael (1983), this study showed that protégé characteristics (ethnicity and education), group characteristics (intragroup trust and leader approachability), and the gender and racial composition of the mentoring pair had significant effects on psychosocial mentoring among a sample of working professionals from a large, private hospital. Psychosocial mentoring was associated with increased job involvement and self-esteem at work and a decreased propensity to leave the organization.

Task Conflict snd Relationship Conflict in Top Management Teams:The Pivotal Role of Intragroup Trust.

Prior research suggests that task conflict is often constructive, while relationship conflict is destructive. The two conflict types are intercorrelated in ongoing groups, however, which creates a ...

THE IMPACT OF ORGANIZATIONAL TRAINING LABORATORIES UPON THE EFFECTIVENESS AND INTERACTION OF ONGOING WORK GROUPS

SummaryThe impact upon four work groups (N= 31) which participated in organizational training laboratory sessions is evaluated in comparison with eight similar groups (N= 60) which did not participate. Criteria were six‐factored dimensions, each composed of items gathered from earlier interviews which group members perceived as problems. Significant changes occurred in training groups in the following three dimensions: group effectiveness, mutual influence, and personal involvement. No significant changes occurred in leader approachability, intragroup trust, or in the evaluation of group meetings. The relevance of a work unit participating in training as a total group, rather than each member participating in a separate session, is discussed.