The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance.

By Karen A. Jehn, Elizabeth A. Mannix. 2001

2,541 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/37171812e7518fb5fe4b4402d73ae6aa00cb0688

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Citations in the corpus

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).”
Team conflict management and team effectiveness: the effects of task interdependence and team identification (2009, methodology): “Relationship conflict and task conflict were measured by a 5-point Likert type questionnaire developed by Jehn and Mannix (2001).”
Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness (2012, background): “Other researchers have also found relationships between interaction patterns and team effectiveness (Jehn & Mannix, 2001; Waller, 1999; Waller et al., 2004).”
A Multilevel View of Intragroup Conflict (2008, background): “; Jehn & Mannix, 2001, p. 243).”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, methodology): “We adapted two items from Jehn (1995) and Jehn and Mannix (2001) to reflect directors’ cognitive conflict with the CEO.”
Board Structure, Process and Performance: evidence from public-listed companies in Singapore (2005, positive): “In addition, board process is hypothesised as an intervening variable between structure and performance, following the arguments by Johnson et al. (1996) and Buchanan and Huczynski (1997).”
A study of collaborative learning style and team learning performance (2005, background): “Similar to organizational teams, student teams may experience interpersonal conflicts ( Jehn and Mannix, 2001”
Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, result): “…cooperation, previous studies have provided empirical evidence for the positive relationship between shared work values and job satisfaction (Bretz & Judge, 1994; Chatman, 1991; O’Reilly et al., 1991), cohesive atmosphere (Jehn & Mannix, 2001), and team social integration (Harrison et al., 2002).”
Team identification, trust and conflict: a mediation model (2010, background): “Second, relationship conflicts can lead to increased stress and anxiety (Jehn and Mannix, 2001).”
The Thought Worlds of Marketing and Sales: Which Differences Make a Difference? (2007, background): “…can be beneficial builds a bridge to the new theory of team diversity (Jehn, Northcraft, and Neale 1999; Simons, Pelled, and Smith 1999) and team conflict (Jehn and Mannix 2001; Pelled, Eisenhardt, and Xin 1999), which has pointed out the positive effects of diversity and task conflict.”
A multilevel model of affect and organizational commitment (2010, background): “interpersonal incompatibilities, including feeling tension and friction while concomitant with intense negative emotion ( Jehn & Mannix, 2001 ).”
Connecting the dots: social network structure, conflict, and group cognitive complexity (2012, background): “…to lower cognitive complexity of the group because it is associated with stress and anxiety, which decrease the cognitive flexibility and the ability to consider alternative perspectives, which will ultimately narrow groups’ cognitive repertoire (Carnevale and Probst 1998; Jehn and Mannix 1997).”