Purpose The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. In addition, a positive mood in teams may significantly strengthen the team's resilience against adverse consequences of conflicts. Originality/value The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

Purpose-The purpose of this study was to develop and empirically explore a model of four intragroup conflict types (the 4IC model), consisting of an emotional person, a cognitive task, an emotional task, and a cognitive person conflict. The two first conflict types are similar to existing conceptualizations, whereas the two latter represent new dimensions of group conflict. Design/methodology/approach-Based upon a heuristic distinction between cognition and emotion, the four conflict types are defined, and scales for measuring them are developed. The psychometric and statistical properties of the scales were analyzed by data collected from four company samples and two student samples (N = 208). The validity of the constructs was evaluated by comparing them with similar constructs, in particular, the Intragroup Conflict Scale (ICS), developed by Jehn (1995). Findings-A theory driven exploratory factor analysis elicited a 19-item structure of four reliable factors, representing the four conflict types. A confirmatory factor analysis demonstrated satisfactory properties of the data matrix compared with the proposed model. Furthermore, a refined 12-item scale was developed to consider the validity of the 4IC, with reasonably satisfactory findings. Research limitations/implications-Limitations concerning sample size, wording of items, the demarcation between conflict types and conflict approaches, and the robustness of the constructs are discussed. We suggest that researchers may find the model useful for future studies of conflict in groups. Practical implications-Our model may be of assistance in handling conflicts in organizations. In particular, managers and employees may become aware that emotional conflicts are not always associated with relational or person oriented issues; they may as well concern task oriented issues. Furthermore, cognitive conflicts do not always have to be task oriented; they may also concern relational or person oriented issues. The introduction of the emotional task oriented and the cognitive person oriented conflict types may thus extend the conflict management tool box for managers and employees. Originality/value-The results of this study challenge common use of emotional and relationship/person conflicts as interchangeable conflict types, and cognitive and task conflict as interchangeable conflict types. Accordingly, the study suggests new ways to understand conflicts in groups.

Purpose – This purpose of this article is to contribute to the research on the role of individual and group-level autonomy and absorptive capacity for inter-organizational knowledge transfer. Design/methodology/approach – The study investigated a field sample of 274 individual participants in 82 groups who were taking part in a large-scale benchmarking project in the Norwegian public sector. Hypotheses were developed and tested by using multiple regression, structural equation modeling and hierarchical linear modeling and included an empirical test of moderator effects. Findings – The findings suggest that individual and group autonomy, along with individual experiences of absorptive capacity, supports complementarily inter-organizational knowledge transfer. Research limitations/implications – The study reinforces the idea that individual and group autonomy are enabling conditions for knowledge transfer from project settings to parent organizations. Absorptive capacity, in line with more recent theorizing, is conceived of and measured as an organizational meta-routine, and we recommend replication of this study in various multi-level settings using longitudinal designs. Practical implications – The study encourages managers to focus on distributing powers to individual facilitation and boundary-spanning roles and on creating cross-functional venues that promote the sharing of knowledge across different organizational units. The study also recommends that practitioners pay attention to the prominent role of autonomy at both the individual and group levels to support the dissemination of knowledge across boundaries. Originality/value – The study provides empirical evidence regarding the simultaneous role of individual autonomy, group autonomy and absorptive capacity that together provide the explanatory power required for knowledge transfer in inter-organizational settings.

Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to seek to investigate Etienne Wenger's theory of social learning in a community of practice by modeling two simultaneous aspects of teachers' collaborative learning: their engagement in close-knit internal groupings and engagement with colleagues that work externally to the core group. These two learning processes are related to two social-cognitive outcomes: teachers' organizational commitment and their sense of impact. Design/methodology/approach -The study investigated a field sample of 246 individual teachers from ten Finnish primary schools. Hypotheses were developed and tested by using multiple regression and structural equation modeling. Findings -The results indicate that local engagement supports teachers' organizational commitment. However, this form of collaborative learning behavior did not support their sense of impact. Moreover, external engagement with trusted colleagues supported sense of impact but not organizational commitment.Research limitations/implications -The study reinforces the importance of teachers' engagement in communities of practice. Specifically, the results suggest two specific social-cognitive outcomes related to two different learning processes situated in teachers' community of practice. It would be highly valuable to replicate this study in various multi-level settings. Practical implications -The study highlights teachers' engagement in communities of practice as a source of their motivational basis and their commitment. Findings recommend school leaders to facilitate internal and external learning communities. Originality/value -The study provides empirical evidence regarding the partial relationships between teachers' local and external learning engagement and the social-cognitive outcomes of these forms of learning behaviors.

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