A Contingency Model of Conflict and Team Effectiveness

Jason DeFrance Shaw; Jing Zhu; Michelle K. Duffy; Kristin L. Scott; Hsi An Shih; Ely Susanto

doi:10.1037/a0021340

A Contingency Model of Conflict and Team Effectiveness

Jason DeFrance Shaw, Jing Zhu, Michelle K. Duffy, Kristin L. Scott, Hsi An Shih, Ely Susanto

Research output: Journal article publication › Journal article › Academic research › peer-review

155 Citations (Scopus)

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.

Original language	English
Pages (from-to)	391-400
Number of pages	10
Journal	Journal of Applied Psychology
Volume	96
Issue number	2
DOIs	https://doi.org/10.1037/a0021340
Publication status	Published - 1 Mar 2011
Externally published	Yes

Keywords

Relationship conflict
Task conflict
Team performance
Team processes

ASJC Scopus subject areas

Applied Psychology

More information

10.1037/a0021340

Cite this

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AB - 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.

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A Contingency Model of Conflict and Team Effectiveness

Abstract

Keywords

ASJC Scopus subject areas

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