Conflict management between and within teams for trusting relationships and performance in China

Hempel, Paul S.; Zhang, Zhi Xue; Tjosvold, Dean

doi:10.1002/job.540

Cited by 134 publications

(145 citation statements)

References 109 publications

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“…Previous literature has provided empirical support for the merits of conflict management in organizational work teams (e.g., Alper, Tjosvold, & Law, 2000;Hempel, Zhang, & Tjosvold, 2009), demonstrating that teams performed better when they endorsed a more constructive approach towards conflict rather than a destructive approach. As we found that steeper status hierarchies reduce process and task conflicts when teams perform tasks of low complexity, we expect that such constructive strategies may be less relevant under these circumstances.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

When and why hierarchy steepness is related to team performance

Cantimur

Rink²,

Vegt³

2016

European Journal of Work and Organizational Psychology

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This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.

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Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

When and why hierarchy steepness is related to team performance

Cantimur

Rink²,

Vegt³

2016

European Journal of Work and Organizational Psychology

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“…To test for mediation, which pertained to Hypotheses 2c, 3, 5, and 6c, direct and indirect effects in the SEM tests were calculated (Hempel, Zhang & Tjosvold, 2008;Zhang, Hempel, Han & Tjosvold, 2007) following relevant procedures in EQS that generated standard errors and path coefficients for these effects (Bentler, 2004). The indirect effect of employability on subjective career success was non-significant (β = -.09, ns), while the corresponding direct effect was found to be significant as per Hypothesis 2b (β = .32, p < .01).…”

Section: ------------------------------------------------------------mentioning

confidence: 99%

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Bozionelos

Κωστόπουλος

Heijden

et al. 2015

Group & Organization Management

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Reprinted by permission of SAGE Publications. Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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“…In this sense, to the extent that the managers can engender positive perceptions in the ERs-that is, ERs being able, benevolent and of integrity-a trusting relationship is more likely to take place (Fulmer and Gelfand 2012). Developing a trusting re-lationship is essential to be able to understand organizational dynamics as well as promoting organizational productivity and team performance (Hempel et al 2009). …”

Section: Discussion On Expectations Of Spanish Employers On Ers' Rolementioning

confidence: 99%

Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers?

Munduate¹,

García²,

Pender³

et al. 2014

Industrial Relations &Amp; Conflict Management

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The current Spanish industrial relations climate is very specific in comparison to the rest of Europe. First, Spain is one of the European countries that has been most affected by the financial and economic crises (Aiginger 2013; Sanz de Miguel 2013). Second, Spain has a particularly competitive industrial relations climate with a strong tradition of class unions and a centralized collective bargaining system, in addition to an important legal coverage of the union actions (Banyuls et al. 2009; Benito 2012). Thirdly, the financial crisis and the external debt have led to the imposition of austerity measures from the EU, which have put both the government and the social partners under strong pressure. Thus, Spain has experimented a period of unprecedented reforms, particularly from the beginning of 2010 onwards (Fishman 2012). Fourthly, the changes in regulations in the labor market, employment policies and the structure of the collective bargaining-embedded in a context of constant socio-economical decay-have influenced the role of the social agents, levelling the way towards a decentralized system and a renovation of the institutional framework. These changes and the challenges they involve have placed ERs as key parts at the organizational level, with an important role in social innovation and the competitiveness of the organization. We analyze the role of ERs in the current

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Conflict management between and within teams for trusting relationships and performance in China

Cited by 134 publications

References 109 publications

When and why hierarchy steepness is related to team performance

When and why hierarchy steepness is related to team performance

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers?

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