Team identification, trust and conflict: a mediation model
By G. Han, P. D. Harms. 2010
124 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/3859f0079a30c67842f554c155bef271cda60765
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- D. Miščenko
- Eduardo Salas
- D. Day
- C. Shawn Burke
- Marissa L. Shuffler
- Jessica L. Wildman
- Elizabeth H. Lazzara
- Steve W. J. Kozlowski
In Social Psychology
- Eduardo Salas
- D. Miščenko
- Marissa L. Shuffler
- C. Shawn Burke
- D. Day
- Elizabeth H. Lazzara
- Jessica L. Wildman
- D. van Knippenberg
In Sociology and Political Science
- Marissa L. Shuffler
- D. Miščenko
- Eduardo Salas
- Jessica L. Wildman
- Elizabeth H. Lazzara
- D. Day
- C. Shawn Burke
Citations in the corpus
- Identity and identification at work (2016, background): “…(Janssen & Huang, 2008), team performance (Solansky, 2011), and team innovation (Mitchell, Parker, Giles, Joyce, & Chiang, 2012); and negatively associated with team conflict (Han & Harms, 2010), and the likelihood of being bullied (Escartı́n, Ullrich, Zapf, Schlüter, & van Dick, 2013).”
- Trust Development in Swift Starting Action Teams (2012, background): “That is, team members with higher levels of trust are more apt to interpret behavior positively and not infer ulterior motives (Han & Harms, 2010) and, as a result, will be able to resolve conflict more efficiently, which, in turn, de-escalates future conflict.”