Individual Task Conflict Asymmetry and Peer Ratings of Member Effectiveness

Wang, Shirley C.; Homan, Astrid C.; Jehn, Karen A.

doi:10.1177/1046496419876343

Cited by 7 publications

(7 citation statements)

References 65 publications

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“…Furthermore, it is possible that, whereas RC asymmetry may be beneficial for the team, different individuals will fare differently. For example, members who are high perceivers of RC asymmetry, although benefitting the team, may feel, over time burned out from the responsibility or cognitive load that comes with occupying this space (Wang et al , 2020).…”

Section: Discussionmentioning

confidence: 99%

“…At the conclusion of their work, Jehn and colleagues (2010) call for future studies to generate theory more explicitly regarding the isolated effects of RC asymmetry. While previous work has examined the effects of dispersion in task conflict (Wang et al , 2020) and generalized conflict (Jehn et al , 2010), their findings cannot necessarily be assumed to hold for RC asymmetry. The current framework isolates the effects of RC asymmetry and thus extends previous theory (Jehn et al , 2010) that address the topic of conflict asymmetry.…”

Section: Introductionmentioning

confidence: 96%

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Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance

Wang

2021

IJCMA

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Purpose Past research on team conflict has often conceptualized it as a collective phenomenon whereby members of the same team perceive similar levels of conflict. However, similarity in perspectives can more often be the exception than the norm. As such, the purpose of this paper is to examine the effects of relationship conflict (RC) asymmetry on information elaboration and team performance. Additionally, I introduce a new construct: perception of team RC asymmetry and propose that it strengthens the positive effects of RC asymmetry. Design/methodology/approach A total of 181 MBA students comprising 52 teams participated in the research. Students worked together for the duration of the semester to complete a team project that comprised 45% of their final grade. Surveys were administered at three points in time with performance measured at the end and other focal variables measured at the midpoint. Regression analyses and the PROCESS macro were used to examine a first stage moderated mediation model. Findings Results showed that RC asymmetry increased elaboration, which, in turn, improved team performance. The link between RC asymmetry and elaboration was moderated by the perception of team RC asymmetry. Originality/value The present research shows that to have a fuller understanding of RC one must consider the level of dispersion experienced by team members. Taking this approach has uncovered a way in which RC can actually benefit teams instead of lead to destructive outcomes.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 96%

Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance

Wang

2021

IJCMA

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“…Finally, future research may also benefit from extending our paradigm to the individual-level by examining the effects of individual voice asymmetry. That is, drawing from conflict research (e.g., Jehn et al, 2010; Wang et al, 2019), scholars could conceptualize individual voice asymmetry , based on an individual’s voice contributions relative to the rest of their team, and assess its effects juxtaposed to the total amount of voice that individuals express. We expect voice asymmetry would have distinct effects on individual outcomes relative to overall voice levels, similar to the countervailing effects we found in this study.…”

Section: Discussionmentioning

confidence: 99%

Beyond Aggregation: How Voice Disparity Relates to Team Conflict, Satisfaction, and Performance

Brykman

O’Neill

2020

Small Group Research

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In this manuscript, we conceptualize voice disparity based on the extent to which voice is (un)evenly communicated within a team and demonstrate its empirical utility beyond team aggregate voice. Specifically, we propose that voice disparity is negatively related to task conflict and positively related to relationship conflict, whereas the inverse holds for aggregate voice, and that conflict mediates the effects of team-level voice on team outcomes. Results of our study of 178 engineering-student teams generally supported this model. Overall, we demonstrate the complexities of voice as a multilevel phenomenon, which depends on how often and equally team members express voice.

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“…Although intrateam conflict can occur on the basis of task, relationship, and process concerns (Jehn, 1997; O’Neill et al, 2018), in the above illustration, it would seem plausible that members C and D are now engaging in relationship conflict with B, which would be characterized by anger and resentment toward B because of their weak performance. Recent work has suggested that intrateam conflict may not be a universal property of the team, such that it could be conceptualized as occurring within dyads or subgroups within a team (see Park et al, 2020; Wang et al, 2020). Because of this pattern of relationship conflict, C and D will likely consider the capabilities and resources that B brings to the team differently than from the initial meeting, and thus, their overall perceptions of the team’s efficacy will tend to differ from that of A and E. Thus, during teams’ lifecycles, members will tend to encounter disagreements, reducing the collective perceptions of the team’s shared confidence to successfully complete its project.…”

Section: Collective Efficacymentioning

confidence: 99%

Collective efficacy in virtual teams: Emergence, trajectory, and effectiveness implications.

McLarnon

Woodley

2021

Canadian Journal of Behavioural Science / Revue canadienne des

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Use of virtual teams in workplace environments is common, and in this study, we investigated the emergence of collective efficacy in virtual teams. Collective efficacy-a team's shared confidence in their ability to meet its goals-is an emergent state that has consistently been found to positively relate to team effectiveness. However, much of the past research on collective efficacy has focused on static approaches, ignoring the inherently dynamic nature of the construct. Thus, the past research has neglected to fully address the emergent nature of collective efficacy, which involves consensus (i.e., sharedness or agreement) and a trajectory (i.e., growth or change in level) over time. These issues are addressed in the current investigation. Longitudinal data were collected from 3,644 individuals, comprising 665 virtual teams, that were participating in a 10-week business simulation activity. Using consensus emergence modeling and multilevel latent growth modeling, we examined the dynamic nature of the emergence and trajectory of collective efficacy over three time points during project completion. Overall, we found that both consensus and the level of collective efficacy decreased over time, but teams that demonstrated smaller decreases over time had stronger effectiveness. These findings suggest that collective efficacy is a key resource in virtual teams that needs to be managed over time in order for teams to have optimal effectiveness. Implications for theory, future research, and practice are discussed. Public Significance StatementDue to the prevalence of virtual teams, it is important to learn how they develop and change over time. This study investigated how virtual teams' collective efficacy, which reflects the team's confidence in their ability to succeed in their tasks, emerges over time and influences team effectiveness. The results of this study have important implications for understanding, managing, and leading virtual teams.

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Individual Task Conflict Asymmetry and Peer Ratings of Member Effectiveness

Cited by 7 publications

References 65 publications

Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance

Seeing differently from others: the impact of relationship conflict asymmetry and realization on team performance

Beyond Aggregation: How Voice Disparity Relates to Team Conflict, Satisfaction, and Performance

Collective efficacy in virtual teams: Emergence, trajectory, and effectiveness implications.

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