The dynamic relationship between performance feedback, trust, and conflict in groups: A longitudinal study

By Randall S. Peterson, Kristin Behfar. 2003

350 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1d543c7aa6e7f46f86ff05986b841cb2b2283e82

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Citations in the corpus

Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “However, teams may not reap the benefits of those critical norms, if the potential positive side of this mild form of conflict escalates into a negative form of conflict (Simons & Peterson, 2000), possibly as a result of initial negative performance feedback (Peterson & Behfar, 2003).”
When apologies work: How matching apology components to victims' self-construals facilitates forgiveness (2010, background): “…a sizable literature in social psychology and organizational behavior has developed to understand and explain the conditions under which conflict leads to destructive versus productive outcomes (De Dreu, 2006; De Dreu & Van de Vliert, 1997; De Dreu & Weingart, 2003; Peterson & Behfar, 2003).”
Team identification, trust and conflict: a mediation model (2010, background): “Peterson and Behfar (2003) have argued that relationship conflict negatively affects group performance in three primary ways.”
Optimizing team conflict dynamics for high performance teamwork (2017, background): “, Jehn &Mannix, 2001; Rispens, 2012). de Wit, Greer, and Jehn (2013) suggested that it is vital that task conflicts do not escalate to the point that they ignite relationship conflicts, as task conflicts can spiral into relationship conflicts (Peterson & Behfar, 2003; Xie & Luan, 2014).”
Trust Between Entrepreneurs and Angel Investors (2014, background): “Moreover, intrateam trust perceptions offer the angel a positive perspective from which to interpret the entrepreneur’s often ambiguous decisions and actions (Dirks & Ferrin, 2001; Peterson & Behfar, 2003; Simons & Peterson, 2000), thereby further boosting up their performance assessments.”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, methodology): “In line with the results reported by Peterson and Behfar (2003) and Simons and Peterson (2000), we show in our cross-sectional study that trust moderates the impact of task conflict on relationship conflict in such a way that the highest levels of relationship conflict are experienced in groups…”
Conflict Transformation (2008, background): “We also extend past research that has looked at the interrelationships among the conflict types (e.g., DeChurch et al., 2007; Peterson & Behfar, 2003; Simons & Peterson, 2000) by examining conflict resolution as a potential moderator of the conflict transformation process.”
Feedback, a powerful lever in teams: A review (2012, background): “Additionally, Peterson and Behfar (2003) showed that groups not trusting each other before receiving a negative feedback were at risk to ongoing relationship conflicts and poor performance.”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, background): “Variables that have been examined as moderators include group norms (Yang & Mossholder, 2004), time (Peterson & Behfar, 2003), group efficacy (Alper, Tjosvold, & Law, 2000), personality (Bono, Boles, Judge, & Lauver, 2002), and conflict management (DeChurch & Marks, 2001).”