Karen A. Jehn, Lindred Greer, Sheen Levine, Gabriel Szulanski
In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag Rev 26: 530-547) as mediating the effects of the conflict types and dimensions on group outcomes (productivity and viability). All three types of conflict decreased positive emergent states in groups and this led to a decrease in group viability (the ability of a team to retain its members through their satisfaction and willingness to continue working together; Balkundi and Harrison 2006; Acad Manag J 49: 49-68). This effect was alleviated by resolution efficacy (the belief that the conflict can be easily resolved) regarding process conflict, but could be exacerbated by any negative emotion associated with relationship conflict. Norms that encouraged task conflict also increased positive emergent states within groups, which marginally and positively influenced group performance. © 2008 Springer Science+Business Media B.V.
Social and Organizational Psychology, Leiden University, Leiden 2300 RB, Wassenaarseweg 52, Netherlands; Lee Kong Chian School of Business, Singapore Management University, Singapore 178899, 50 Stamford Road, 50-05-019, Singapore; Strategy Department, INSEAD, Singapore 138676, Singapore
