Team Relationship Conflict Research Articles

대학생 TBL·PBL 학습 과정에서 팀 내 과업 갈등이 집단효능감에 미치는 영향 연구

Objectives This study utilized a multilevel approach to investigate the influence of task and relationship conflicts among college team members on collective efficacy during university TBL and PBL classes.
 Methods Over a span of 10 weeks, a total of 176 students were organized into 25 teams participating in a uni-versity calculus mathematics course, which was conducted using TBL and PBL methodologies. At the conclusion of the course, a survey was administered. The study employed a cross-level interaction analysis with random slope models.
 Results The study revealed a significant cross-level moderation effect in the relationship between individual-level task conflict and collective efficacy moderated by team-level relationship conflict. In teams characterized by high relationship conflict, there was a positive correlation between team members' task conflict and collective efficacy. Conversely, in teams with low relationship conflict, team members' task conflict had little impact on collective efficacy. Relationship conflict negatively and significantly affected collective efficacy at both individual and team levels.
 Conclusions This study empirically demonstrated that the influence of team members' task conflict on collective efficacy varies depending on the level of team relationship conflict. This underscores the importance of effective communication during periods of relationship conflict in teams. The study discusses implications for TBL and PBL for both scholars and practitioners.

A multilevel investigation of team relationship conflict and employee-level subjective career success

PurposeBased on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees’ subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence.Design/methodology/approachUsing Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan.FindingsThe results indicate that team relationship conflict is negatively associated with employees’ subjective career success, both in terms of career satisfaction and job satisfaction. While employees’ negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions.Originality/valueThis study advances career research by demonstrating how and when team relationship conflict is related to employees’ subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees’ subjective career success.

I Can’t Work Like This: The Effects of Action-State Orientation Diversity on Relationship Conflict in Teams

Action-state orientation (ASO) is a self-regulatory motivational difference reflecting the extent to which individuals will initiate action, avoid distractions, and persist in the face of obstacles or failure. Although differences in action- and state-oriented members are likely to harm team outcomes, the impact of ASO diversity on team functioning has not been explored. Therefore, this study examined the effects of ASO diversity on team relationship conflict, as well as the moderating effects of transition processes and interpersonal processes. Results indicated that teams with high levels of ASO diversity (i.e., having a mixture of action-oriented and state-oriented members) reported higher levels of relationship conflict. Further, interpersonal processes, but not transition processes, moderated the ASO diversity-relationship conflict link. These results draw attention to a novel form of team diversity that increases interpersonal disagreement and emotional friction between members as well as identify a means of mitigating these effects through processes that facilitate confidence building, affect management, and conflict resolution.

LMX differentiation as a double‐edged sword: A social hierarchy perspective for understanding the beneficial and detrimental effects of LMX differentiation on team performance

AbstractDrawing on the social hierarchy within teams literature, we contend that leader‐member exchange differentiation (LMXD) may function as a coordination‐enabling mechanism and as a conflict‐enabling mechanism in transmitting its positive and negative effects on team performance. Specifically, we propose that the positive effect of LMXD on team performance is due to its impact on team role clarity, whereas the negative effects operate through team relationship conflict. To shed light on the boundary conditions that qualify the divergent mechanisms, we further examine the moderating roles of three team structural characteristics (also referred to as team type dimensions), including authority differentiation (AD), skill differentiation (SD), and temporal stability (TS). We conducted two studies to examine our model, which involve multi‐source and multi‐phase lagged data from multiple organizations from diverse industries. Across the two studies, we find consistent support for the coordination‐enabling mechanism and the roles of AD and SD in qualifying this mechanism. Regarding the conflict‐enabling mechanism, both studies support the moderating effect of SD. In contrast, we find limited support for the moderating effect of TS on both the coordination‐enabling and conflict‐enabling mechanisms, although we were only able to examine this in Study 2. We discuss the implications of these findings for future research on LMXD and team performance.

How Does Feedback Valence Improve Team Creativity by Influencing Team Relationship Conflict?

IntroductionTeam creativity is increasingly important to organizations, and the enhancement of creativity has become a key management challenge. Feedback is a very important management tool in the creativity enhancement process. Its use to enhance team creativity raises an important question, namely if positive or negative feedback valence affects team creativity. This is particularly important because researchers still only have a limited understanding of this impact.MethodsThis study adopts an experimental research method to explore the influence mechanism of feedback valence on team creativity. One hundred seven teams and 379 college students participated in experiments that lasted for a total of 1600 minutes.ResultsIt is found that feedback valence positively affects team creativity and confirmed that positive feedback (relative to negative feedback) is more conducive to team creativity. Team relationship conflict is also found to mediate the relationship between feedback valence and team creativity. Positive feedback helps to reduce team relationship conflict, which (indirectly) positively affects team creativity; negative feedback increases team relationship conflict, which (indirectly) negatively affects team creativity. Meanwhile, creative time pressure moderates the relationship between: 1) feedback valence and team creativity; and 2) feedback valence and team relationship conflict.DiscussionThe research results do not just enrich theoretical research (into feedback valence, team relationship conflict, creative time pressure and team creativity), as they also provide valuable inspiration to managers seeking to improve team creativity in management practice.

Unraveling the Relationship Between High Performance Work Systems and Team Performance

This study develops a moderated mediation model examining the relationship between high-performance work systems (HPWS) and team performance. Adopting a dialectical view on the effects of HPWS, it posits for a dual -positive and negative- path between HPWS and team performance that is jointly mediated by team coordination and team relationship conflict. Further, it theorizes that a supportive and a competitive team climate can significantly shape these relationships. The proposed research model was tested using multisource data from a sample of 403 team members and 96 team managers from a total of 56 different firms. Results revealed that HPWS are positively associated with both team coordination and team relationship conflict and that both these relationships are moderated by supportive and competitive team climate. This paper contributes to the strategic human resource management (SHRM) literature by revealing that HPWS can be associated with team performance both through a positive and through a negative intermediary mechanism and that team climate constitutes an important boundary condition that can both amplify and inhibit the effect of HPWS on team performance.

The impact of abusive supervision differentiation on team performance in team competitive climates

PurposeThis paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and intra-team competitive climate are also examined.Design/methodology/approachThis research collects data from 419 employees and 71 supervisors from hospitals and financial companies in China. Techniques include descriptive statistics and hierarchical multiple regression are applied to analyze the data.FindingsThis research finds that (1) team relationship conflict mediated the relationship between ASD and team performance and (2) intra-team competitive climate strengthened the indirect relationship between ASD and team performance through team relationship conflict.Practical implicationsThe results indicate that organizations should take measures to minimize the occurrence of abusive supervision. Team leaders should increase self-control and avoid abusing employees. Furthermore, organizations should establish an open and fair reward and punishment system to avoid cutthroat competition.Originality/valueThis study advances our knowledge of how ASD results in poor team effectiveness. This contributes to the literature by identifying team relationship conflict as a mediating mechanism linking the negative association of ASD with team performance. Additionally, competitive climate enriches the individual-focused team-level model of abusive supervision.

Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective

SummaryWhy and when does team mindfulness help to reduce team relationship conflict? To answer this question, we develop and test a theoretical model that builds on Deutsch's theory of cooperation and competition. A two‐wave time‐lagged survey was conducted with 68 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via an increased cooperative conflict approach and a decreased competitive conflict approach. Further, high team job demands were shown to weaken the positive direct effect of team mindfulness on a cooperative conflict approach, as well as the indirect effect of team mindfulness on team relationship conflict via a cooperative approach. Theoretical contributions and practical implications are discussed.

Team Composition Revisited: A Team Member Attribute Alignment Approach

Research methods for studying team composition tend to employ either a variable-centered or person-centered approach. The variable-centered approach allows scholars to consider how patterns of attributes between team members influence teams, while the person-centered approach allows scholars to consider how variation in multiple attributes within team members influences subgroup formation and its effects. Team composition theory, however, is becoming increasingly sophisticated, assuming variation on multiple attributes both within and between team members—for example, in predicting how a team functions differently when its most assertive members are also optimistic rather than pessimistic. To support this new theory, we propose an attribute alignment approach, which complements the variable-centered and person-centered approaches by modeling teams as matrices of their members and their members’ attributes. We first demonstrate how to calculate attribute alignment by determining the vector norm and vector angle between team members’ attributes. Then, we demonstrate how the alignment of team member personality attributes (neuroticism and agreeableness) affects team relationship conflict. Finally, we discuss the potential of using the attribute alignment approach to enrich broader team research.

Shared leadership and relationship conflict in teams: The moderating role of team power base diversity

SummaryShared leadership in teams is believed to be beneficial for team effectiveness. Yet recent empirical evidence shows that it may not always bring positive effects. On the one hand, the team leadership literature suggests that shared leadership allows for frequent interactions among members, improving intrateam harmony and reducing conflicts. On the other hand, the team power literature suggests that frequent influence interactions among multiple leaders can form an arena in which members fight over their power turfs, thereby triggering conflict. Drawing on dominance complementarity theory, we suggest that team power base diversity—the variety in power bases among team members from which they derive their informal influence—is an important contingency that moderates the impact of shared leadership on relationship conflict to influence team performance. In a sample of 70 project‐based teams, we find support for the proposition that at high levels of team power base diversity, shared leadership has a positive downstream effect on team performance through reduced team relationship conflict. We discuss the contributions to knowledge about shared leadership and highlight practical implications for temporary teams with no formally designated leaders.

How Team Conflict management and Relationship Conflict affect their performance in Pakistan: The Role of Team Cohesion, and Support, as well as Compromising, and Integrating conflict management Styles

How Team Conflict management and Relationship Conflict affect their performance in Pakistan: The Role of Team Cohesion, and Support, as well as Compromising, and Integrating conflict management Styles

팀 관계갈등과 과업갈등이 팀 혁신에 미치는 영향 : 팀 지식공유의 매개역할

많은 연구들이 역동적인 환경변화에서 팀 혁신이라는 성과를 경쟁우위의 요인으로 주목하고 있다. 본 연구는 팀 혁신에 영향을 미치는 팀 구성원들의 상호작용을 살펴보고자 하였으며, 특히 현실에서 피할 수 없는 팀 구성원들 간의 갈등에 주목하였다. 기존의 갈등과 성과의 관계에 대한 연구들은 두 변수 사이의 정(+)적인 관계와 부(-)적인 관계에 대하여 논쟁을 지속하여 왔다. 그러나 이러한 차이를 설명할 수 있는 구체적인 메커니즘에 대한 연구는 충분히 이루어지지 않고 있다. 본 연구는 팀 갈등의 효과를 검증하기 위하여 팀 관계갈등 · 과업갈등과 팀 혁신의 관계 뿐 아니라 팀 프로세스 관점에서 팀 지식공유의 매개효과를 살펴보았다. 사회적 자본의 관점에서 팀 구성원들은 팀 갈등(관계갈등과 과업갈등)을 다른 구성원들과의 관계에서 나타나는 비용으로 인식할 수 있다. 이러한 이론적 배경을 기반으로 팀 갈등과 팀 혁신의 관계에서 팀 지식공유가 가지는 매개효과의 차이를 검증하였다. 연구를 위하여 98명의 특수 임무팀장과 특수 임무팀원 598명에 대한 설문결과가 활용되었다. 분석결과 팀 관계갈등과 팀 직무갈등 모두는 팀 지식공유와 부(-)적인 관계를 가지고 있으며, 팀 지식공유는 팀 혁신에 정(+)적인 영향을 미치는 것으로 나타났다. 팀 관계갈등과 팀 혁신의 관계에서 팀 지식공유는 부분매개효과를 가지는 것으로 나타났으나, 팀 과업갈등과 팀 혁신의 관계에서는 팀 지식공유의 완전매개효과가 나타났다. 이러한 결과를 바탕으로 연구의 시사점과 향후 연구방향을 제안하였다.

Cultural intelligence and relationship quality in the cabin crew team: The perception of members belonging to cultural minority groups

The study explored the contribution of cultural intelligence (CQ) to team relationship conflict and team trust from the perspective of minority cabin crew. Data were obtained from 320 Thai crew members from 7 non-Thai airlines. CQ was negatively related with team relationship conflict and was positively related with team trust. The negative contribution of CQ to team relationship conflict was lower for the Thai crew members who were proficient in the foreign language used by the native members, and for the Thai members who worked in the flights that had a high proportion of Thai crew members on the team.

Examining the Effects of Team Cheating Configurations

Unethical behavior remains a persistent issue in groups and teams. To model unethical behavior at the team level, scholars tend to rely on consensus-based theorizing and methodology that emphasizes homogeneity in underlying member behavior. In this paper, we depart from this approach to introduce the concept of team cheating configurations, which take into account differentiation in the arrangement and level of individual member cheating behavior. Combining ethics research with principles of team emergent phenomenon, we first build theory around two specific forms of team cheating configuration: “bad apple” and fragmented. In turn, integrating social impact theory (Latané, 1981), we propose that these configurations are differentially associated with team relationship conflict and team creative performance; effects moderated by peer-based rational control. We tested our model using a sample of 522 employees of 94 teams across a dozen different industries. Our study advances research on unethical behavior in teams by developing theory and practical guidance for contexts where dispersion—as opposed to consensus—in member unethical behavior is present.

Rethinking the Role of Team Mindfulness in Relationship Conflict: A Conflict Management Perspective

Building on Deutsch’s theory of cooperation and competition and prior work on team mindfulness, we develop a model to outline how and when team mindfulness reduces team relationship conflict. A time-lagged survey was conducted with 73 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via increased cooperative conflict management and decreased competitive conflict management. Further, high perceived job demands within a team were shown to weaken the positive effect of team mindfulness on cooperative conflict management. Theoretical contributions and practical implications are discussed.

Effects of CEO humility and relationship conflict on entrepreneurial performance

PurposeFirst, this paper aims to explore how CEO humility and relationship conflict in entrepreneurial teams affect the firm-level performance of new ventures. Second, it investigates the moderating effect of CEO political skills on the indirect association between CEO humility and entrepreneurial performance through relationship conflict in entrepreneurial teams.Design/methodology/approachA questionnaire survey was administered to CEOs and their entrepreneurial team members in 171 start-ups in Shanghai, China. The data obtained from the survey were subjected to multiple regression analysis using the SPSS PROCESS macro and confirmatory factor analysis using Mplus.FindingsThe findings are as follows. First, CEO humility can reduce relationship conflict in entrepreneurial teams. Second, CEO political skills moderate the link between CEO humility and relationship conflict in entrepreneurial teams. The weaker the CEO political skills, the stronger the effect of CEO humility on relationship conflict, and the stronger the CEO political skills, the weaker the effect of CEO humility on relationship conflict. Third, relationship conflict in entrepreneurial teams is negatively related to entrepreneurial performance. Finally, CEO political skills moderate the mediating effect of entrepreneurial team relationship conflict on the CEO humility – entrepreneurial performance link.Practical implicationsThe findings of this study offer guidance for entrepreneurs seeking to improve firm performance. The findings suggest that entrepreneurs should adopt a humble leadership style that cultivates their strengths and minimizes their weaknesses. To improve the centripetal force and cohesion of the entrepreneurial team, they should focus on the team, affirm the contribution of subordinates and accept subordinates’ advice.Originality/valueThe study reveals that CEO humility has a positive effect on entrepreneurial performance, which enriches research on the effectiveness of humble leadership at the firm level. From the perspective of team relationship conflict, the study also explores the mechanism underlying the effect of CEO humility on entrepreneurial performance, opening the “black box” of CEO humility and entrepreneurial effectiveness. In addition, the study reveals the boundary conditions of the influence of CEO humility, enriching the theoretical literature on humble leadership, political skills and resource conservation.

Star(tup) wars: decoupling task from relationship conflict

PurposeA strong relation between task and relationship conflict has toxic impact on teams and poses a high-risk factor in startup organizations. The purpose of this study is to investigate the moderating role of conflict behavior and related coping strategies on the relationship between task and relationship conflict in startup teams.Design/methodology/approachThe authors conducted surveys among 100 Dutch and German startup members (Study 1) and 75 Belgium startup members (Study 2). In Study 3, 75 startup members completed weekly surveys in 11 consecutive weeks.FindingsBoth Study 1 and 2 show that the positive association between task and relationship conflict is buffered by problem-solving conflict behavior while this relationship is amplified by the use of avoiding strategies in startup teams. Similarly, the results of Study 3 show that individual and team-level problem-focused coping over a period of 11 weeks buffers the association between task and relationship conflict during this period, while individual disengagement coping potentiates it.Originality/valueThis study adds to the literature on conflict management and entrepreneurship by studying conflict behavior as a moderator in the association between task and relationship conflict in startup teams. Moreover, it takes a comprehensive perspective by including coping strategies conceptually related to conflict behaviors at both individual and teamlevel, as moderators in this relationship. The results of this study provide practical recommendations for entrepreneurs on how to prevent conflict escalation via conflict-oriented behaviors and more general coping strategies.

Reducing Relationship Conflict in Virtual Teams With Diversity Faultlines: The Effect of an Online Affect Management Intervention on the Rate of Growth of Team Resilience

The aim of this study was to analyze the effect of an online affect management intervention on relationship conflict through the rate of growth of team resilience in virtual teams with diversity faultlines. Fifty-two 4-person teams participated in a randomized controlled trial design with repeated measures (i.e., three measurement occasions). Teams were randomly assigned to either an intervention designed to help them manage emotions in virtual teams or a control condition. Our findings showed that affect management can reduce the level of relationship conflict in virtual teams with diversity faultlines and that this effect can be explained by the pattern of change in team resilience in response to the intervention. This study contributes to past research on identifying ways to prevent or mitigate team conflicts arising from diversity faultlines.

Too much love will kill you: the development and function of group emotional awareness

Purpose This paper aims to enhance clarity for the conceptualization and measurement of group emotional awareness by defining it as an emergent state. The authors explore the emergence of this state through two studies designed to explore the four characteristics (global, radically novel, coherent and ostensive) of emergent phenomena (Waller et al., 2016). Design/methodology/approach In Study 1, the authors explore in an experimental setting the formation of group emotional awareness and regulation as emergent states as a result of compositional effects (team members’ self-perceptions of their individual emotional awareness capabilities) and group norms regarding emotional awareness. Study 2 uses an experimental design to explore how pre-existing expectations of group emotional awareness, based on previous dyadic interactions between team members, can prevent conflict escalation (from task to relationship conflict) in project teams. Findings Individual perceptions of members’ own abilities and group norms interact in the emergence of group emotional awareness. Group emotion regulation can develop only under an optimal level of emergent group emotional awareness; groups that build emotional awareness norms compensate for their members’ low awareness and develop equally efficient regulatory strategies as groups formed of emotionally aware individuals. However, the conjunction of personal propensity towards awareness and explicit awareness norms blocks the development of regulatory strategies. Group emotional awareness (both as a developed state and as an expectation) reduces the escalation of task to relationship conflict. Originality/value Designing for the exploration of the four characteristics of emergence allowed us to gain new insights about how group emotional awareness emerges and operates too much awareness can hurt, and affective group expectations have the power to shape reality. These findings have strong implications for practitioners’ training of emotional awareness in organizations.

Does diversity in team members’ agreeableness benefit creative teams?

Although deep-level diversity among team members are often discussed as important catalysts of team creativity, little is currently understood about the impact of diversity in team members’ personality on team creativity and team satisfaction. We propose that diversity in team members’ agreeableness would reduce the effectiveness of creative teams through its impact on team conflict experienced. To test our hypotheses, we recruited 93 student teams to participate in a laboratory study where each member had their personality traits assessed before engaging in a team creativity task. We found that diversity in team members’ agreeableness was positively associated with team task conflict experienced which, in turn, was negatively associated with team creativity. Additionally, we found that diversity in team members’ agreeableness was positively associated with team relationship conflict, which, in turn, was negatively associated with team satisfaction. Implications and future directions are discussed.