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Autor/inn/enShaw, Jason D.; Zhu, Jing; Duffy, Michelle K.; Scott, Kristin L.; Shih, Hsi-An; Susanto, Ely
TitelA Contingency Model of Conflict and Team Effectiveness
QuelleIn: Journal of Applied Psychology, 96 (2011) 2, S.391-400 (10 Seiten)
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN0021-9010
DOI10.1037/a0021340
SchlagwörterEvidence; Conflict; Foreign Countries; Participant Satisfaction; Group Dynamics; Social Psychology; Schematic Studies; Models; Contingency Management; Teamwork; Critical Incidents Method; Interprofessional Relationship; Psychometrics; Job Performance; Measures (Individuals); Taiwan
AbstractThe 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. (Contains 4 tables and 4 figures.) (As Provided).
AnmerkungenAmerican Psychological Association. Journals Department, 750 First Street NE, Washington, DC 20002-4242. Tel: 800-374-2721; Tel: 202-336-5510; Fax: 202-336-5502; e-mail: order@apa.org; Web site: http://www.apa.org/publications
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2017/4/10
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