Don't Take It Personally: Exploring Cognitive Conflict as a Mediator of Affective Conflict

Mooney, Ann C.; Holahan, Patricia J.; Amason, Allen C.

doi:10.1111/j.1467-6486.2006.00674.x

Cited by 222 publications

(275 citation statements)

References 69 publications

(170 reference statements)

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“…This finding adds to the growing stream in conflict research which investigates boundary conditions of the association between task and relationship conflicts. Prior investigations have demonstrated the quality of interpersonal relationships in a team to be important for the link between task and relationship conflicts (Mooney et al, 2007;Simons & Peterson, 2000). Collective team identification, however, goes beyond relationship quality in that it includes strong emotional ties and a feeling of common belonging among team members (Ashforth et al, 2008).…”

Section: Discussionmentioning

confidence: 99%

“…As a consequence, the positive potential of task-related conflicts to benefit team performance is at risk of being jeopardized by performance-impeding relationship conflicts. While prior studies have identified boundary conditions which attenuated the association between the two conflict types, they did not succeed in completely resolving the dilemmatic association (Greer et al, 2008;Mooney et al, 2007;Simons & Peterson, 2000). The purpose of this study was to scrutinize the promise of both collective team identification and team member alignment (i.e., the existence of shared team goals and team-based rewards) for separating task and relationship conflicts in teams.…”

Section: Discussionmentioning

confidence: 99%

“…The emphasis of our analysis, however, is on the influence task conflicts have proved to exert on the emergence of relationship conflicts (Choi & Cho, 2011;Mooney et al, 2007;Peterson & Behfar, 2003). This focus is due to pragmatic reasons: While task conflicts are preponderantly associated with a positive potential concerning team performance, relationship conflicts are considered to be generally detrimental to team effectiveness (De Wit et al, 2012); hence, preventing task conflicts from turning into relationship conflicts appears to be of particular interest for organizational research and practice alike.…”

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

“…Second, relationship conflicts can emerge from harsh behaviors in the course of task conflicts (Mooney et al, 2007;Simons & Peterson, 2000). In particular, passionate and heated debates about the best way for accomplishing a task can tempt team members to use aggressive language or even intimidation tactics for advancing their opinion (Pelled, 1996;Simons & Peterson, 2000).…”

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

“…This focus is due to pragmatic reasons: While task conflicts are preponderantly associated with a positive potential concerning team performance, relationship conflicts are considered to be generally detrimental to team effectiveness (De Wit et al, 2012); hence, preventing task conflicts from turning into relationship conflicts appears to be of particular interest for organizational research and practice alike. Accordingly, existing studies have also largely focused on moderators that buffer the influence of task on relationship conflicts (Greer, Jehn, & Mannix, 2008;Huang, 2010;Mooney et al, 2007).…”

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

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Schaeffner

Huettermann

Gebert

et al. 2014

Group & Organization Management

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This article investigates collective team identification and team member alignment (i.e., the existence of short-and long-term team goals and teambased reward structures) as moderators of the association between task and relationship conflicts. Being indicators of cooperative goal interdependence in teams, both moderators are hypothesized to mitigate the positive association between the two conflict types. Findings from 88 development teams confirm the moderating effect for collective team identification, but not for team member alignment. Moreover, the moderating role of collective team identification is found to be dependent on the level of task conflict: It

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

Section: The Association Between Task and Relationship Conflictsmentioning

confidence: 99%

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Schaeffner

Huettermann

Gebert

et al. 2014

Group & Organization Management

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Coopetition relations, suppliers' effectuation, and manufacturers' green management: Evidence from China

Wu,

Liu,

Liu

2023

Corp Soc Responsibility Env

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The coopetition perspective proposes that a firm's value creation relies on its ability to manage both cooperation and competition in supply chains. Recent theorizing in green supply chain management suggests that critical sustainability management practices may be affected by the coopetition relations between manufacturers and suppliers. We extend to study the coopetition perspective by verifying whether coopetition relations between manufacturers and suppliers, such as coopetition, cognitive, and affective conflict caused by competition, and the combination between cooperation and cognitive/affective conflict, impact a firm's ability and motivation to implement green management (GM). Furthermore, the coopetition perspective suggests that the effects of coopetition relations between two parties are enhanced when the coopetition relations match the salient partner's characteristics, a phenomenon regarded as coopetition fit. As a test of this idea, we prove how the role of coopetition relations is differently influenced by one such partner's characteristics, that is, the supplier's decision‐making logic. Our findings indicate that coopetition relations between manufacturers and suppliers have different effects on manufacturing firms' GM. We also have evidence that these relationships are moderated by effectuation.

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How to achieve benefits from diversity in international alliances: Mechanisms and cultural intelligence

Pesch

Bouncken

2017

Global Strategy Journal

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Research Summary Despite interest in alliance management in the global strategy field, we have only limited insights into how firms can manage diversity‐related conflicts in international alliances. By referring to the conflict literature, our study introduces task discourse as a crucial mechanism allowing task conflict resolution. We further describe conflict resolution via socializing practices, including social events, joint workshops, and interorganizational teams. Socializing practices and discourse take advantage of cultural intelligence, empowering managers to interact efficiently in intercultural settings. Data on 148 international alliances in the photonics and biotechnology industries reveal that managerial cultural intelligence improves task discourse, thus enhancing performance, especially in young alliances. Socializing practices, however, decrease performance with increasing cultural distance and without sufficient levels of managerial cultural intelligence. Managerial Summary International alliances face a dilemma. Cross‐national differences offer valuable complementarities, but they can also spark a negative spiral of dysfunctional conflict. Our study shows that task discourse is an important mechanism for achieving advantages from the different perspectives offered by international alliances. Interestingly, our results further reveal that socializing practices including interorganizational teams, social events, and joint workshops do not per se have beneficial effects for international alliances. Putting people together who are unable to perform in intercultural settings is damaging to alliance performance. Our study indicates the specific conditions under which socializing practices have negative and positive effects and, thus, provokes a discussion about the appropriate application of these practices.

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Don't Take It Personally: Exploring Cognitive Conflict as a Mediator of Affective Conflict

Cited by 222 publications

References 69 publications

Swim or Sink Together

Swim or Sink Together

Coopetition relations, suppliers' effectuation, and manufacturers' green management: Evidence from China

How to achieve benefits from diversity in international alliances: Mechanisms and cultural intelligence

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