Examining the “Pros” and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict

By Thomas A. O'Neill, Natalie J. Allen, S. Hastings. 2013

213 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2f409f2b8dbbcd9457fb562676fb8c1bb0fbc0d4

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In Management Science and Operations Research

1. Thomas A. O'Neill
2. Matthew J. W. McLarnon

In Social Psychology

1. Matthew J. W. McLarnon
2. Thomas A. O'Neill

In Sociology and Political Science

1. Matthew J. W. McLarnon
2. Thomas A. O'Neill

Citations in the corpus

• Linking trust and collaboration in project teams to project management success (2018, background): “, 2010), while others also emphasise the positive aspects of conflicts (Vaaland and Håkansson, 2003) as task conflict has a beneficial effect on the performance of decision-making teams (O’Neill et al., 2013).”
• Optimizing team conflict dynamics for high performance teamwork (2017, background): “Note that because of the lack of meta-analytic support for team conflict-innovation relationships (e.g., O'Neill et al., 2013), we excluded team innovation.”