INTRAGROUP CONFLICT IN ORGANIZATIONS: A CONTINGENCY PERSPECTIVE ON THE CONFLICT-OUTCOME RELATIONSHIP
Section snippets
INTRODUCTION
Before 1990, much of the organizational literature presumed that conflict was counterproductive. Theorists shyly suggested that conflict might be constructive in organizations under certain circumstances, but empirical studies were lacking. Since then, workplace conflict has become ever more visible in organizations. As organizations experiment with flatter, more decentralized structures, workers are becoming more interdependent and responsible for more decision-making (Dumaine, 1991, Nohria,
A MAIN DEBATE: IS CONFLICT GOOD OR BAD?
The conflict debate we identify is whether disagreements within groups and organizations can be constructive or not. In addition to research studies focusing on group and organizational conflict (reviewed below), past theorizing and research from areas such as communication theory (cf. Cloven & Roloff, 1993, Drake & Donohue, 1996, Roloff, 1987), group interaction processes (e.g. Bales, 1958, Gersick, 1988, Gladstein, 1984, Guzzo, 1986, McGrath, 1984), power dynamics in organizations (e.g.
CONCEPTUALIZING INTRAGROUP CONFLICT
Given the contrasting evidence and complexity surrounding conflict and its effects, it is important to determine whether conflict is always detrimental to organizational functioning, and if it is not, to identify the situations in which conflict is beneficial and on what this is contingent. To do this, we first provide an overview of past typologies and definitions of conflict, followed by our conceptualization of intragroup conflict developed to assist in the creation and prediction of
A CONTINGENCY PERSPECTIVE OF CONSTRUCTIVE CONFLICT IN ORGANIZATIONS
In the prior sections we discussed past theory and empirical work on conflict from multiple disciplinary views. We structured the discussion by examining views that see conflict as a negative process in organizations (the predominant view) and those that view conflict as a potentially positive process. We then reviewed past frameworks regarding types of conflicts in groups and organizations and presented a conceptualization of conflict incorporating and elaborating on the past work. We now
A CONFLICT-OUTCOME MODERATED (COM) MODEL: AMPLIFIERS, SUPPRESSORS, AMELIORATORS, AND EXACERBATORS
A recent meta-analysis of studies relating task-conflict to group performance has found little evidence for a direct, positive relationship – suggesting potential moderating variables (De Dreu & Weingart, 2003). We suggest that task characteristics, group diversity, group conflict norms, emotions, and conflict management processes all moderate the relationship between conflict types and outcomes (represented in a table above the main-effects paths in Fig. 2). We develop the COM model to specify
THE PATH TO CONSTRUCTIVE CONFLICT IN ORGANIZATIONS
In reviewing past empirical and theoretical work on conflict from a multi-disciplinary view, we find the main debate to be whether conflict is beneficial or detrimental in organizational contexts. This literature and more current research led us to conclude that there are four main ways in which to resolve this debate. The general answer to the question of conflict’s consequences is that conflict is both detrimental and beneficial depending on multiple factors. The contingency perspective we
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