Impact of Intra-group Conflict on Group Performance-moderating Role of Cultural Diversity

Hanif, Faisal; Mohsin, Muhammad Naeem; Adeel, Muhammad; Shah, Syed Mehmood

doi:10.13189/ujm.2016.040204

Cited by 5 publications

(5 citation statements)

References 47 publications

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“…Later, based on the classification of team conflicts ( Jehn, 1997), they gradually realized that task conflicts closely related to work were positively correlated with team outcomes, while relationship conflicts would lead to team inefficiency. It is precisely because of this attribute of team conflict that some scholars introduced conflict variables into the study of the relationship between team heterogeneity and team outcomes ( Jehn et al, 1997;Pelled et al, 1999;Hanif et al, 2016). Along with the…”

Section: Conflicts Between Tasksmentioning

confidence: 99%

How does the team expertise heterogeneity improve entrepreneurial performance?

Zhang

2019

LHT

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Purpose The purpose of this paper is to examine the relationship between team heterogeneity and team performance in entrepreneurial team and is also of significance in guiding the management practice of an entrepreneurial team. Design/methodology/approach The study is carried out based on an experiment, in which a 2×2 experimental group is devised to collect data concerned with the heterogeneity of entrepreneurial team’s expertise and the attitude toward heterogeneity. Findings The entrepreneurial team’s heterogeneity has a significant effect on entrepreneurial performance; the entrepreneurial team’s heterogeneity influences entrepreneurial performance through team task conflict; attitudes toward heterogeneity play a mediating role in the above process. Originality/value This paper is carried out based on an experiment which can be used to determine the mediating effects of team conflict on the relationship between team expertise heterogeneity and the entrepreneurial performance.

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Section: Conflicts Between Tasksmentioning

confidence: 99%

How does the team expertise heterogeneity improve entrepreneurial performance?

Zhang

2019

LHT

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“…According to previous research, a relationship conflict is a disagreement between team members about their personal and social perspectives on a phenomenon (Boone (Boone et al, 2020; Hanif et al, 2016; Susskind & Odom-Reed, 2019; Wu et al, 2017). Hanif et al (2016) investigated the negative effects of relationship conflict on group members’ satisfaction and success in GSM cellular working groups in Pakistan; their findings demonstrate that reducing relationship conflict and providing team members with the environment to effectively manage conflict is a way to improve group performance. Wu et al (2017) explored the association between relationship conflict-communication and project success in construction project teams.…”

Section: Discussionmentioning

confidence: 99%

“…In a healthcare context, process conflict is one of the vital elements of organizational life because it gives individuals many opportunities to compete for jobs, and resources of the organization, acquire powers and authority, and contribute to health and safety during their working process (Almost et al, 2016). However, dealing with conflict is hard because emotional responses to conflict usually lead to experiencing bad feelings, anxiety, and anger, fostering aggressive behavior (Hanif et al, 2016).…”

Section: Literature Review and Theoretical Foundationmentioning

confidence: 99%

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Quality Management Practices and Inter-Organizational Project Performance: Moderating Effects of Inter-Organizational Communication, Relationship, and Process Conflicts in Healthcare

et al. 2022

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The purpose of this study is to empirically examine the relationship between quality management practices (QMP) and inter-organizational project performance (IPP), as well as the moderating effects of inter-organizational communication (ICOM), relationship, and process conflicts in Pakistan’s-government healthcare organizations (NGOs) and public healthcare organizations. We developed a hypothetical model based on contingency theory. Using a self-administered questionnaire, the empirical data was collected from 296 respondents from NGOs and public healthcare in Pakistan between March and November 2019. SmartPLS 3.3.9 was used to apply structural equation modeling (SEM). The findings show that QMP significantly impacts IPP in healthcare inter-organizational collaborative projects. ICOM and process conflict significantly moderate the impact of QMP on IPP. In contrast, relationship conflict does not affect IPP. This study has practical implications for healthcare NGOs and public healthcare organizations that want to improve the performance of their projects by implementing QMP in their projects. This study added to the total quality management literature by clearly understanding QMP and its relationship to IPP.

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“…The fundamental issue involved in power distance is the level of human inequality that underlies the working of a specific society and culture that leads toward the conflicts (Hofstede, 1984; Talha, 2012). Individuals working in multicultural workplaces are likely to experience a greater level/frequency of conflict as compared to working in a homogenous culture (Hanif et al, 2016; Paletz et al, 2014). It is not unusual for individuals coming from diverse cultural backgrounds to indulge in conflicts (Podsiadlowski et al, 2013; Ramirez, 2010).…”

Section: Theory and Conceptual Developmentmentioning

confidence: 99%

Structural empowerment, cultural diversity, and interpersonal conflict: Evidence from international NGOs in Pakistan

Yasmeen¹,

Ahmad

Raziq³

et al. 2020

Int'l Jnl of Cross Cultural Management

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This article examines the relationship between structural empowerment and interpersonal conflict. We examine whether this relationship is moderated by cultural diversity. Although there is some understanding of conflicts in an organization, there is little understanding concerning how conflicts may arise because of structural empowerment. We propose that structural empowerment is positively associated with interpersonal conflict and that this relationship is contingent upon cultural diversity. We draw on survey evidence from 351 employees of international nongovernmental organizations in Pakistan. Our results reveal significant positive relationships among cultural diversity, structural empowerment, and interpersonal conflict and show that where the organization is characterized by a high cultural diversity, the relationship between structural empowerment and interpersonal conflict is stronger, and vice versa. We contribute by offering the first of empirical evidence on the issue using the collectivist context of Pakistan and further extending the research scholarship by offering a contingency of cultural diversity to the structural empowerment and interpersonal conflict relationship. Our study suggests for the managers, a clearer understanding of the roles and responsibilities of the workforce as well as developing a proper socialization process through which a conducive environment for the culturally diverse workforce can be developed.

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Impact of Intra-group Conflict on Group Performance-moderating Role of Cultural Diversity

Cited by 5 publications

References 47 publications

How does the team expertise heterogeneity improve entrepreneurial performance?

How does the team expertise heterogeneity improve entrepreneurial performance?

Quality Management Practices and Inter-Organizational Project Performance: Moderating Effects of Inter-Organizational Communication, Relationship, and Process Conflicts in Healthcare

Structural empowerment, cultural diversity, and interpersonal conflict: Evidence from international NGOs in Pakistan

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