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Satisfaction and Perception of Conflict in Teams: Understanding their Relationship and the Importance of Interaction Types

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  • Amélie Thery
  • Michel Verstraeten

Abstract

This paper aims at understanding how interactions are connected with instrumental and social satisfaction, and perceived task and relationship conflict. Participants were 264 students divided into 41 teams and involved in a design and building group experiment which was videotaped and integrally coded with the IT3D coding system. We highlight the significant positive relationship between socialization interactions and satisfaction. We notice that when interactions carrying task conflict (content) are increasing, instrumental and social satisfactions are lower. In contrast, process conflict and relationship conflict show no relationship with team member satisfaction. We also investigate the relationship between observed conflictual interactions in groups and the perception of conflict by their members. Only the perception of task conflict is related to the proportion of observed interactions opposing ideas in the group, whereas interactions showing signs of weak relationship conflict are not globally perceived as such. Finally, the study of team member satisfaction and perception of conflict confirms that perceived task conflict is harmful to instrumental and social satisfaction, whereas perceived relationship conflict also impacts negatively social satisfaction.

Suggested Citation

  • Amélie Thery & Michel Verstraeten, 2018. "Satisfaction and Perception of Conflict in Teams: Understanding their Relationship and the Importance of Interaction Types," Working Papers CEB 18-014, ULB -- Universite Libre de Bruxelles.
    • Handle: RePEc:sol:wpaper:2013/267821
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    References listed on IDEAS

    as
    1. Tekleab, Amanuel G. & Quigley, Narda R., 2014. "Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation," Journal of Business Research, Elsevier, vol. 67(3), pages 394-402.
    2. Amélie Thery & Michel Verstraeten, 2018. "Highlighting the Relations between Interaction Types in Meetings and Group Performance," Working Papers CEB 18-011, ULB -- Universite Libre de Bruxelles.
    3. Martin Hoegl & Hans Georg Gemuenden, 2001. "Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence," Organization Science, INFORMS, vol. 12(4), pages 435-449, August.
    4. Karen A. Jehn & Lindred Greer & Sheen Levine & Gabriel Szulanski, 2008. "The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes," Group Decision and Negotiation, Springer, vol. 17(6), pages 465-495, November.
    5. Kimberly Furumo & Emmeline de Pillis & David Green, 2009. "Personality influences trust differently in virtual and face-to-face teams," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 9(1), pages 36-58.
    6. Nerkar, Atul A. & McGrath, Rita Gunther & MacMillan, Ian C., 1996. "Three facets of satisfaction and their influence on the performance of innovation teams," Journal of Business Venturing, Elsevier, vol. 11(3), pages 167-188, May.
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    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    group dynamics; interactions; team member satisfaction; perceived conflict; contributions balance; team meetings;
    All these keywords.

    JEL classification:

    • D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights
    • D74 - Microeconomics - - Analysis of Collective Decision-Making - - - Conflict; Conflict Resolution; Alliances; Revolutions
    • D79 - Microeconomics - - Analysis of Collective Decision-Making - - - Other
    • D83 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Search; Learning; Information and Knowledge; Communication; Belief; Unawareness

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