Electronic Thesis and Dissertation Repository

Thesis Format

Monograph

Degree

Doctor of Philosophy

Program

Psychology

Supervisor

Dr. Natalie Allen

Comments

https://doi.org/10.1016/j.hrmr.2017.06.002

Thomas A. O'Neill, Matthew J.W. McLarnon, Optimizing team conflict dynamics for high performance teamwork, Human Resource Management Review, Volume 28, Issue 4, 2018

Abstract

The major contribution of the current dissertation is the development of an integrative model involving two lines of research on intrateam conflict. The first line of research involves the theory of conflict types, which argues that there exists at least two types of team conflict: relationship conflict and task conflict. Relationship conflict is theorized to be a hindrance to team performance because it involves frictions, animosity, annoyances, and interpersonal clashes within the team. Task conflict, however, is theorized to facilitate team performance when the task is complex because task conflict involves the occurrence of disagreements that are focused on the task, which could lead to new ideas and critical analysis of the team’s approach. The second line of research involves conflict management variables, such as cooperative conflict management, which occurs when team members perceive their goals to be mutually compatible.

I argue for the integration of the two theories described above. Specifically, the effects of conflict types on team effectiveness criteria are theorized to be contingent on the teams’ approaches to conflict management. In Study 1, I employ factor analysis to show that the variables involved in both theories are distinctive. In Study 2, I advance a contingency model that integrates the theoretical perspectives by predicting that conflict types and conflict management variables interact in the prediction of team outcomes. Moreover, I employ the traditional measure of task conflict and I also report on a new, “contextualized” measure that is customized to the teams’ task. The sample comprised 81 student engineering design teams, criteria for which were team task performance and team innovation.

The findings from Study 2 regarding the integrative model led to novel insights and highlighted the importance of considering the mutual implications of the two theories. The major finding was that, at high levels of contextual task conflict, conflict management did not appear to overcome the damage caused by frequent task conflicts; at low levels of task conflict, however, cooperative conflict management appeared to have positive implications for team task performance. This suggests that conflict management matters, but only at low levels of task conflict. Similar findings occurred for a second conflict management variable: competitive conflict management.

Summary for Lay Audience

The first line of research involves the theory of conflict types, which argues that there exists at least two types of team conflict: relationship conflict and task conflict. Relationship conflict is theorized to be a hindrance to team performance because it involves frictions, animosity, annoyances, and interpersonal clashes within the team. Task conflict, however, is theorized to facilitate team performance when the task is complex because task conflict involves the occurrence of disagreements that are focused on the task, which could lead to new ideas and critical analysis of the team’s approach. The second line of research involves conflict management variables, such as cooperative conflict management, which occurs when team members perceive their goals to be mutually compatible.

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