Tags

Type your tag names separated by a space and hit enter

A contingency model of conflict and team effectiveness.
J Appl Psychol. 2011 Mar; 96(2):391-400.JA

Abstract

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.

Links

Publisher Full Text
Aggregator Full Text

Authors+Show Affiliations

Shaw JD
Carlson School of Management, University of Minnesota, 321 19th Avenue South, Minneapolis, MN 55410, USA. shawx218@umn.edu
Zhu J
No affiliation info available
Duffy MK
No affiliation info available
Scott KL
No affiliation info available
Shih HA
No affiliation info available
Susanto E
No affiliation info available

MeSH

AchievementAdultConflict, PsychologicalCooperative BehaviorFemaleGroup ProcessesHumansIndonesiaInterpersonal RelationsMaleMiddle AgedModels, OrganizationalPersonal SatisfactionPsychometricsTaiwanTask Performance and Analysis

Pub Type(s)

Journal Article

Language

eng

PubMed ID

20939655

Citation

Shaw, Jason D., et al. "A Contingency Model of Conflict and Team Effectiveness." The Journal of Applied Psychology, vol. 96, no. 2, 2011, pp. 391-400.
Shaw JD, Zhu J, Duffy MK, et al. A contingency model of conflict and team effectiveness. J Appl Psychol. 2011;96(2):391-400.
Shaw, J. D., Zhu, J., Duffy, M. K., Scott, K. L., Shih, H. A., & Susanto, E. (2011). A contingency model of conflict and team effectiveness. The Journal of Applied Psychology, 96(2), 391-400. https://doi.org/10.1037/a0021340
Shaw JD, et al. A Contingency Model of Conflict and Team Effectiveness. J Appl Psychol. 2011;96(2):391-400. PubMed PMID: 20939655.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - A contingency model of conflict and team effectiveness. AU - Shaw,Jason D, AU - Zhu,Jing, AU - Duffy,Michelle K, AU - Scott,Kristin L, AU - Shih,Hsi-An, AU - Susanto,Ely, PY - 2010/10/14/entrez PY - 2010/10/14/pubmed PY - 2011/8/5/medline SP - 391 EP - 400 JF - The Journal of applied psychology JO - J Appl Psychol VL - 96 IS - 2 N2 - 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. SN - 1939-1854 UR - https://www.unboundmedicine.com/medline/citation/20939655/A_contingency_model_of_conflict_and_team_effectiveness_ L2 - http://content.apa.org/journals/apl/96/2/391 DB - PRIME DP - Unbound Medicine ER -