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 publicationJournal articleAcademic researchpeer-review

114 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 languageEnglish
Pages (from-to)391-400
Number of pages10
JournalJournal of Applied Psychology
Volume96
Issue number2
DOIs
Publication statusPublished - 1 Mar 2011
Externally publishedYes

Keywords

  • Relationship conflict
  • Task conflict
  • Team performance
  • Team processes

ASJC Scopus subject areas

  • Applied Psychology

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