The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

By Karen A. Jehn, Lindred L. Greer, Sheen S. Levine, Gabriel Szulanski. 2008

406 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0f334edd0328049ac957d81f27e607a339c1eca2

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. Thomas A. O'Neill
2. Lindred L. Greer
3. Matthew J. W. McLarnon
4. Natalie J. Allen
5. Dean Tjosvold
6. B. Marentette
7. J. Stouten
8. M. Euwema

In Sociology and Political Science

1. Thomas A. O'Neill
2. Lindred L. Greer
3. Natalie J. Allen
4. Matthew J. W. McLarnon
5. Mayowa T. Babalola
6. J. Stouten
7. M. Euwema
8. Franca Ovadje

Citations in the corpus

• The Structure and Function of Team Conflict State Profiles (2018, background): “Distrust in others’ capabilities would likely also be present in light of elevated PC (Jehn et al., 2008).”
• Adopting Design Thinking in Novice Multidisciplinary Teams: The Application and Limits of Design Methods and Reflexive Practices (2013, background): “Research has more recently begun to treat process conflict as distinct from task and relationship conflict (Jehn et al. 2008).”
• Team viability for long-term and ongoing organizational teams (2011, methodology): “Team viability research focused on interpersonal processes and the related affective reactions of team members suggests a moderate to strong relationship between interpersonal processes and team viability (e.g., Jehn et al., 2008; Tekleab et al., 2009).”
• Optimizing team conflict dynamics for high performance teamwork (2017, background): “For example, although process conflict might be a simple matter of members lacking role clarity, it might also be the result of deeply ingrained perceptions of injustice regarding work assignments and expectations (Jehn et al., 2008).”
• Constructively managing conflicts in organizations (2014, background): “Specifically, researchers have proposed that conflicts over tasks contribute to group performance, whereas relationship conflicts disrupt it (Jehn 1997, Jehn et al. 2008).”
• The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, methodology): “TC. Supervisors provided ratings of subordinate TC with other coworkers by using the six-item scale developed by Jehn et al. (2008).”
• The paradox of intragroup conflict: a meta-analysis. (2012, background): “Recent research has begun to examine potential moderating effects of process conflict and has found that the negative effects of process conflict on more proximal group outcomes, such as trust or negative affect, may be reduced when members can effectively resolve their process conflicts (Jehn et al”