Effects of cognitive diversity on relationship conflict, agreement-seeking behaviour and decision quality: a study of Chinese management teams

Parayitam, Satyanarayana; Olson, Bradley J.; Bao, Yongjian

doi:10.1504/ijccm.2012.046031

Cited by 6 publications

(7 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As part of the research, a survey was conducted with one respondent within the TMT of each organization. This is in line with previous research on TMTs (Parayitam et al , 2012; Janssen et al , 1999; Miller et al , 1998; Li and Li, 2009; Camelo-Ordaz et al , 2015) that contends that data from single respondents adequately represents the teams. It also builds on the assumption that respondents can accurately perceive themselves, others and their relationships with others, and that respondents do not have underlying motivations that would distort their responses (Parayitam et al , 2012).…”

Section: Methodssupporting

confidence: 90%

“…This is in line with previous research on TMTs (Parayitam et al , 2012; Janssen et al , 1999; Miller et al , 1998; Li and Li, 2009; Camelo-Ordaz et al , 2015) that contends that data from single respondents adequately represents the teams. It also builds on the assumption that respondents can accurately perceive themselves, others and their relationships with others, and that respondents do not have underlying motivations that would distort their responses (Parayitam et al , 2012). To reduce the risk that social desirability would distort the responses, we emphasized the confidentiality and anonymity of the results to the study participants.…”

Section: Methodssupporting

confidence: 90%

See 1 more Smart Citation

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Prasad

Junni

2017

IJCMA

View full text Add to dashboard Cite

Purpose The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival. Yet, the authors’ understanding about the key determinants of firm innovativeness is limited, particularly concerning the role of TMT dynamics. Drawing on upper echelon’s theory, the authors develop and test hypotheses concerning the influence of two TMT processes, namely affective conflict and cognitive conflict, on firm innovativeness. They also explore the boundary conditions of TMT dynamics by examining the moderating effect of environmental uncertainty on the relationship between TMT conflict (affective and cognitive conflict) and firm innovativeness. Design/methodology/approach The authors collected survey-based data from TMT members in 171 information technology organizations based in India. They used multiple regression analyses to test the study hypotheses. Findings The empirical findings indicate that TMT affective conflict is negatively associated with firm innovativeness, whereas TMT cognitive conflict has a negative curvilinear relationship with it. Both relationships are stronger in firms operating in environments characterized by a high degree of uncertainty. Originality/value This study highlights the role of TMT conflict in the pursuit of firm innovativeness. Significantly, the study shows that both TMT affective conflict and cognitive conflict can affect firm innovativeness. However, their effectiveness is contingent on environmental uncertainty. This contributes to the firm innovation literature by clarifying how specific types of TMT conflict influence firm innovativeness in different environmental conditions.

show abstract

Section: Methodssupporting

confidence: 90%

Section: Methodssupporting

confidence: 90%

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Prasad

Junni

2017

IJCMA

View full text Add to dashboard Cite

show abstract

“…The findings were exactly the opposite of what was proposed. Although this finding is consistent with some findings in the literature ( Jehn et al , 1997 , 1999 ) and is against the findings of some other studies, such as Parayitam et al (2012) , a more rigorous study of more recent literature provides a better insight into the reason for this finding.…”

Section: Discussionsupporting

confidence: 91%

Team diversity, conflict, and trust: Evidence from the health sector

et al. 2022

View full text Add to dashboard Cite

The current study aims to determine the impact of diversity and intra-team trust on conflict within the health sector of Pakistan. This study also measures the moderating role of trust in the relationship between diversity and conflict among team members. Data was collected using personally administered questionnaires from 61 teams, including 377 respondents working in 4 public sector hospitals in Pakistan, which were selected using a simple random sampling technique. The results revealed that diversity (as a composite) positively influences task conflict, while its two components—surface-level diversity and deep-level diversity—are associated positively with task conflict. Moreover, the results also lead to an exciting finding that trust among team members could reduce the positive influence of diversity on team members’ conflict. The implications for theory and practitioners are presented along with the avenues for future research directions.

show abstract

“…Cognitive diversity, i.e. team-member perceptions also increase relationship conflict and decrease agreement-seeking behaviour as observed by Parayitam et al (2012). Liang et al (2007) found that knowledgediversity increases task conflict, which has a positive effect, but values-diversity increased relationship conflict, which reduced performance.…”

Section: Relationship Task Conflict Correlationmentioning

confidence: 78%

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

2019

IJITEE

View full text Add to dashboard Cite

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.

show abstract

Effects of cognitive diversity on relationship conflict, agreement-seeking behaviour and decision quality: a study of Chinese management teams

Cited by 6 publications

References 40 publications

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Understanding top management team conflict, environmental uncertainty and firm innovativeness

Team diversity, conflict, and trust: Evidence from the health sector

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

Contact Info

Product

Resources

About