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Skewed task conflicts in teams: what happens when a few members see more conflict than the rest?

Author

Listed:
  • Sinha, Ruchi
  • Janardhanan, Niranjan S.
  • Greer, Lindred L.
  • Conlon, Donald E.
  • Edwards, Jeffery R.

Abstract

Task conflict has been the subject of a long-standing debate in the literature—when does task conflict help or hurt team performance? We propose that this debate can be resolved by taking a more precise view of how task conflicts are perceived in teams. Specifically, we propose that in teams, when a few team members perceive a high level of task disagreement while a majority of others perceive low levels of task disagreement—that is, there is positively skewed task conflict, task conflict is most likely to live up to its purported benefits for team performance. In our first study of student teams engaged in a business decision game, we find support for the positive relationship between skewed task conflict and team performance. In our second field study of teams in a financial corporation, we find that the relationship between positively skewed task conflict and supervisor ratings of team performance is mediated by reflective communication within the team.

Suggested Citation

  • Sinha, Ruchi & Janardhanan, Niranjan S. & Greer, Lindred L. & Conlon, Donald E. & Edwards, Jeffery R., 2016. "Skewed task conflicts in teams: what happens when a few members see more conflict than the rest?," LSE Research Online Documents on Economics 88148, London School of Economics and Political Science, LSE Library.
    • Handle: RePEc:ehl:lserod:88148
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    File URL: http://eprints.lse.ac.uk/88148/
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    Citations

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    Cited by:

    1. Humphrey, Stephen E. & Aime, Federico & Cushenbery, Lily & Hill, Aaron D. & Fairchild, Joshua, 2017. "Team conflict dynamics: Implications of a dyadic view of conflict for team performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 142(C), pages 58-70.
    2. He, Vivianna Fang & von Krogh, Georg & Sirén, Charlotta & Gersdorf, Thomas, 2021. "Asymmetries between partners and the success of university-industry research collaborations," Research Policy, Elsevier, vol. 50(10).
    3. Vos, F.G.S. & Van der Lelij, R. & Schiele, H. & Praas, N.H.J., 2021. "Mediating the impact of power on supplier satisfaction: Do buyer status and relational conflict matter?," International Journal of Production Economics, Elsevier, vol. 239(C).
    4. Joo Hun Han & Hui Liao & Seongsu Kim & Jian Han, 2020. "Narcissism and Empowerment: How Narcissism Influences the Trickle‐Down Effects of Organizational Empowerment Climate on Performance," Journal of Management Studies, Wiley Blackwell, vol. 57(6), pages 1217-1245, September.
    5. Marlow, Shannon L. & Lacerenza, Christina N. & Paoletti, Jensine & Burke, C. Shawn & Salas, Eduardo, 2018. "Does team communication represent a one-size-fits-all approach?: A meta-analysis of team communication and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 144(C), pages 145-170.

    More about this item

    Keywords

    teams; conflict; skewness; reflective communication;
    All these keywords.

    JEL classification:

    • J50 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - General

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