Differences in the Valuing of Power Among Team Members: a Contingency Approach Toward Examining the Effects of Power Values Diversity and Relationship Conflict

Alipour, Kent K.; Mohammed, Susan; Raghuram, Sumita

doi:10.1007/s10869-017-9488-7

Cited by 10 publications

(9 citation statements)

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“…Today's organizations are characterized by team-based systems (Jones and Lindley, 1998;Adamovic, 2018;Mathieu et al, 2001). However, teams often fail and cannot satisfy their management's expectations due to unfairness issues and co-worker conflicts with teammates (Alipour et al, 2017;Tjosvold, 2008). Prior research indicates that unfairness and conflict are ubiquitous in every team, hindering team functioning and effective cooperation between team members (Deutsch, 2011;Gelfand et al, 2012;Montada, 2011).…”

Section: Introductionmentioning

confidence: 99%

The vicious cycle of unfairness and conflict in teams

Adamovic

2020

IJCMA

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Purpose Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams. Design/methodology/approach The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations. Findings The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach. Research limitations/implications This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types. Practical implications The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness. Originality/value This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.

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Section: Introductionmentioning

confidence: 99%

The vicious cycle of unfairness and conflict in teams

Adamovic

2020

IJCMA

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“…Vaux & Kirk [21] found that as a result of relationship conflict, the primary detrimental outcomes were schedule delays and budget increases, while factors that mitigated relationship conflict were superior communication and trust. When workload sharing was low, high relationship conflict was especially harmful to team performance, as observed by Alipour et al [22].…”

Section: Consequences Of Relationship Conflictmentioning

confidence: 88%

Avoid or Engage? Issues of Relationship Conflict in Project Teams - a Review

Dasgupta¹

2019

Proceedings of the Proceedings of the 9th Annual International Conference on 4C’s-Communication, Commerce, Connectivity, Cultur

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“…Vaux & Kirk (2014) found that relationship conflict causes schedule delays and budget increases, mitigated by superior communication and trust. When workload sharing was low, relationship conflict was harmful to performance, as observed by Alipour et al (2017). Relationship conflict was found by Manata (2016) to hurt both task-based (i.e., decision accuracy) and social-based (i.e., social cohesion) aspects of performance.…”

Section: Effects Of Task Conflictmentioning

confidence: 95%

“…Team processes reduced the damaging effects of "deeplevel" diversity (time urgency) on relationship conflict. Alipour et al (2017) found that the presence of high powervalues diversity helped to reduce relationship conflict.…”

Section: Relationship Task Conflict Correlationmentioning

confidence: 99%

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

2019

IJITEE

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Globally, 80% of projects fail to meet either schedule or budget, and about 50% of such failures are due to human factors. Conflict is inevitable between people working in crossfunctional project teams; further, task-oriented conflict is constructive and is needed to make progress. However, personoriented or Relationship Conflict can be destructive - arising from differences in beliefs, values, attitudes and communication styles. Relationship Conflict is found to cause counterproductive work behaviour and affect team cooperation, creativity, cohesion, learning, even mood & sleep, leading to schedule delays and budget increases, accounting for up to 27% of the variation in project performance. Several antecedent factors are identified, including team diversity, personality and leadership, with a focus on aspects of behaviour and processes which may be more amenable to control. Among the resolution approaches, the Project Management Institute’s style-based proposals are studied, along with later developments which emphasise communication, mediation and negotiation of interests, rather than rights or power. Focussing on behaviour, both destructive and constructive, and the “hot buttons” to control, has been found to provide helpful tools to grow conflict resolution behaviours & skills, with the necessary organisational commitment. Actual studies of Relationship Conflict behaviour in project teams per se and its impact on performance are limited; particularly in the context of Indian infrastructure projects. A survey is envisaged to assess the current practices and improvement possibilities. The basis and method for conducting such a detailed study are described, with the objective of better management of the phenomenon, enhancing teamwork and improving project performances.

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Differences in the Valuing of Power Among Team Members: a Contingency Approach Toward Examining the Effects of Power Values Diversity and Relationship Conflict

Cited by 10 publications

References 100 publications

The vicious cycle of unfairness and conflict in teams

The vicious cycle of unfairness and conflict in teams

Avoid or Engage? Issues of Relationship Conflict in Project Teams - a Review

From Conflict Styles to Behaviours - a Research of Team Relationship Conflict, and Research Agenda for Indian Infrastructure Projects

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