THE EFFECTS OF CONFLICT ASYMMETRY ON WORK GROUP AND INDIVIDUAL OUTCOMES

被引：209

作者：

Jehn, Karen A. ^{[1
]}

Rispens, Sonja ^{[2
]}

Thatcher, Sherry M. B. ^{[3
]}

机构：

[1] Melbourne Business Sch, Melbourne, Vic, Australia

[2] Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands

[3] Univ Louisville, Louisville, KY 40292 USA

来源：

ACADEMY OF MANAGEMENT JOURNAL | 2010年 / 53卷 / 03期

关键词：

RELATIONAL DEMOGRAPHY; MENTAL MODELS; INTRAGROUP CONFLICT; TEAM PERFORMANCE; MODERATING ROLE; TASK CONFLICT; ORGANIZATIONAL-BEHAVIOR; POSITIVE ILLUSIONS; PERSPECTIVE-TAKING; DYNAMIC NATURE;

D O I：

10.5465/AMJ.2010.51468978

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

We examine the consequences of an often ignored aspect of work group conflict asymmetric conflict perceptions for the effectiveness of individuals and groups. Tests of our multilevel hypotheses using data on 51 work groups showed that group conflict asymmetry (the degree to which members differ in perceptions of the level of conflict in their group) decreased performance and creativity in groups. In addition, individual conflict asymmetry (a member perceiving more or less conflict than other group members) explained reported performance and satisfaction with a group. Social processes and a positive group atmosphere mediated this effect.

引用

页码：596 / 616

页数：21

共 154 条

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