The study empirically links conflict management literature with research on efficacy and organizational teams. Sixty-one self-managing teams with 489 employees were recruited from the production department of a leading electronic manufacturer. Structural equation analysis supports the model that a cooperative instead of competitive approach to conflict leads to conflict efficacy that in turn results in effective performance as measured by managers. Findings suggest how organizational teams can be prepared to make use of their autonomy to deal with problems and conflicts so that they are productive. The authors thank &off Maruyama, David W. Johnson, and other members of Steve Alper's dissertation committee for their support. They appreciate the financial support of the Research Grants Council of Hong Kong, RGC grant project No: U3890/96H to the second author, and thank Eleanor MacDonald and Michelle Berner for their valuable contributions. Correspondence and requests for reprints should be addressed to Dean Tjosvold, Department of Management, Lingnan University, Then Mun, Hong Kong; tjosvold@ln.edu.hk. COPYRIGHT 0 2000 PERSONNEL PSYCHOLOGY. INC. 625 626 PERSONNEL PSYCHOLOGYdevelop efficacy that they can deal with their conflicts; this efficacy in turn results in effective team performance. Conflict in Organizational TeamsAlthough organizational research on groups and conflict have proceeded somewhat independently (Hackman

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