Task conflict, information processing, and decision-making: The damaging effect of relationship conflict

By F. D. de Wit, Karen A. Jehn, D. Scheepers. 2013

175 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0a474d940f83c1b2d41c6bee764c684995241b07

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Social Psychology

1. Matthew J. W. McLarnon
2. Thomas A. O'Neill
3. D. Veltrop
4. Pieter‐Jan Bezemer
5. Gavin Nicholson
6. Amedeo Pugliese

In Sociology and Political Science

1. Matthew J. W. McLarnon
2. Thomas A. O'Neill
3. D. Veltrop
4. Pieter‐Jan Bezemer
5. Gavin Nicholson
6. Amedeo Pugliese

Citations in the corpus

• Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “At itsworst, thisdiversioncan deteriorate into dysfunctional dynamics that obstruct information processing and prevent reaching a consensus on the issue (Amason & Schweiger, 1994; Bradley, Postlethwaite, Klotz, Hamdani, & Brown, 2012; de Wit et al., 2013).”
• Optimizing team conflict dynamics for high performance teamwork (2017, background): “'s (2010) cross-lagged panel design suggested that a lack of early process conflict is symptomatic of overconfidence. Teams that did not work through process conflicts early in their lifecycle performed worse than teams that addressed different viewpoints involving process and individual roles and r”