Title: Examining the “Pros” and “Cons” of Team<i>Con</i>flict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict
Abstract: Abstract Jehn (e.g., 1997) offered three distinct types of team conflict, namely, task conflict, relationship conflict, and process conflict. Despite existing meta-analyses, there remain important and ongoing issues that warrant further meta-analytic investigation. Our contribution is threefold. First, we report novel meta-analytic findings involving moderators of the conflict–team performance relationship. Second, we report on meta-analytic correlations involving all three conflict types and team innovation. Third, we report on the relations involving task conflict and relationship conflict with previously unexamined, but critical, teamwork variables: team potency, cooperative behaviors, competitive behaviors, and avoidance behaviors. Input for the current meta-analysis included 89 independent samples, 6,122 teams, and approximately 28,000 team members. ACKNOWLEDGMENTS The preparation of this chapter was supported by the Social Sciences and Humanities Research Council of Canada grant 430-2012-0059 and 410-2007-0742 to the first and second authors, respectively. Notes 1Interested readers may contact the corresponding author of the current article for a list of the 20 vectors (see de Wit et al.'s Table 1) that appeared to be entered simultaneously. 2Specifically, de Wit et al. coded the performance indicator variable into four categories: decision quality, innovativeness, effectiveness, and financial performance. As there could have been a less-than-perfect correspondence between the team type and the performance indicator (e.g., decision-making teams may sometimes be assessed with measures of effectiveness rather than decision quality), it is possible that moderator findings for team type and performance indicator could diverge.
Publication Year: 2013
Publication Date: 2013-07-01
Language: en
Type: article
Indexed In: ['crossref']
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Cited By Count: 199
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