Conflict management between and within teams for trusting relationships and performance in China

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Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “These results corroborate the findings that team trust is more relevant in virtual team contexts particularly under conditions of high task knowledge sharing within the team and between teams (Szulanski et al., 2004), develop a climate of psychological safety which induces team learning (Bogenrieder”
At What Level (and in Whom) We Trust (2012, background): “Team trust in teams has been found to increase team-level satisfaction with the team (Costa, 2003), information sharing (Howorth, Westhead, & Wright, 2004), team learning (Bogenrieder & Nooteboom, 2004), team member autonomy and task interdependence (Langfred, 2007), team affective commitment (Costa”
Absorptive capacity, innovation, and financial performance (2011, methodology): “…empirical evidence for mediation, this study examines direct and indirect effects in the path analysis tests following the related procedures in EQS that generated standard errors and path coefficients for these effects (see also Hempel et al., 2008; MacKinnon et al., 2002; Zhang et al., 2007).”
Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups (2009, background): “As suggested by recent studies (Hempel et al., 2009; Tekleab et al., 2009), it is critical to understand how conflict is managed by the group rather than how much conflict is present in it.”