A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups

By R. Castellanos. 2007

843 citations recorded by the source corpus.

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Citations in the corpus

Creative Problem-Solving Process Styles, Cognitive Work Demands, and Organizational Adaptability (2014, background): “In terms of conflict management, Jehn (1997) identified a third kind of conflict (in addition to task and interpersonal conflict) that she labeled “process conflict.””
The role of family ownership in international entrepreneurship: exploring nonlinear effects (2012, background): “According to the stagnation perspective, familyowned companies are also reluctant to grow because of shareholder conflicts, which may even endanger the survival of the business (Jehn 1997; Levinson 1971).”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, methodology): “In a qualitative study of organizational teams, Jehn (1997) developed a more elaborate theory of conflict types and dimensions which has yet to be tested, and which may help us better understand what is good and bad about conflict.”
Using Content Analysis to Elaborate Adolescent Theories of Organization (2008, background): “Context rating This protocol might be more applicable here to reduce the impact of rhetorical content of corporate communications, which may lead to larger frequency counts of some variables (e.g., Jehn, 1997).”
Impact of dual executive leadership dynamics in creative organizations (2009, background): “Focusing on outcomes, recent contributors have valued this conflict type because it reduces the pressure to conform (Amason & Schweiger, 1997; Jehn, 1997a; Tjosvold, 2006), develops more creatively conceived decisions (Amason, 1996; Eisenhardt, 1989b; Peterson, 1997) and generates greater…”
Conflict Transformation (2008, background): “When conflicts of any type have high resolution (i.e., members perceived they have resolved the conflict), it implies conflict resolution strategies have been developed that allow effective conflict resolution (Jehn, 1997; Jehn et al., 2007).”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, background): “Some empirical studies have found support for the independence of these two types of conflict (Pinkley, 1990; Jehn, 1997), but some authors doubt their conceptual independence (De Dreu & Weingart, 2003).”
Team conflict management and team effectiveness: the effects of task interdependence and team identification (2009, background): “For example, Jehn (1997) found that in groups with acceptability (open) norms about conflict, members willingly discussed problems and openly displayed feelings of conflict.”
Examining the “Pros” and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict (2013, background): “Theory and empirical findings suggest that both relationship and process conflict will tend to be negatively related to team performance (e.g., Amason, 1996; de Wit et al., 2012; Jehn, 1997; Pelled, 1996; Shah & Jehn, 1993).”
Resource orchestration in family firms: investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance (2011, background): “In fact, ‘relationship confl icts interfere with task-related effort because members focus on reducing threats, increasing power, and attempting to build cohesion rather than working on the task’ (Jehn, 1997: 531).”
Top management team conflict and entrepreneurial strategy making in China (2009, background): “Jehn (1995, 1997) argued that relationship conflict generally interferes with team performance but that task conflict may enhance team performance.”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “Followers, in contrast, are not always privy to the many issues leaders encounter, especially with low task interdependence between leaders and followers (Wageman, 1995), cultural and organizational norms of low openness (Jehn, 1997;West & Anderson, 1996), and little involvement of followers indecis”
Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006, background): “…found that 21/ASQ, March 2006 Emotional Intelligence relationship conflict, a form of conflict that concerns interpersonal disagreements and incompatibilities, impedes performance because it consumes resources and distracts organization members from tasks (e.g., Jehn, 1997; Jehn and Mannix, 2001).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “Therefore, team members are likely to reduce process conflict (Jehn, 1997), a term which refers to controversies about how task accomplishment will proceed.”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “They will “focus on reducing threats, increasing power and attempting to build cohesion rather than working on the task at hand” (Jehn, 1997, p. 531).”
A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness (2009, background): “…management, and cohesion are related to work team effectiveness over time (i.e., team satisfaction, viability, and performance; Amason, 1996; Cohen & Bailey, 1997; Evans & Dion, 1991; Jehn, 1995, 1997; Mason & Griffin, 2003; Wech et al., 1998) is a serious limitation of the existing literature.”