The Downside of Self-Management: A Longitudinal Study of the Effects tf Conflict on Trust, Autonomy, and Task Interdependence in Self-Managing Teams

By Claus W. Langfred. 2007

437 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/71bed6f68a77366a5ba53f5fed61265aa2901459

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

At What Level (and in Whom) We Trust (2012, background): “Team trust in teams has been found to increase team-level satisfaction with the team (Costa, 2003), information sharing (Howorth, Westhead, & Wright, 2004), team learning (Bogenrieder & Nooteboom, 2004), team member autonomy and task interdependence (Langfred, 2007), team affective commitment (Costa”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…et al.’s (1995) and Rousseau et al.’s (1998) definitions, team trust thus refers to a collective phenomenon that entails generalized expectations of trustworthiness and the willingness to accept vulnerability to all members (Costa & Anderson, 2011; De Jong & Elfring, 2010; Langfred, 2004, 2007).”
The Autonomy Paradox: The Implications of Mobile Email Devices for Knowledge Professionals (2013, positive): “…work (Blau 1984; Freidson 1984; Scott and Meyer 1991; Wallace 1995), as a central factor in the design of jobs (Hackman and Oldham 1976) and self-managing teams (Haas 2010; Hackman 1983; Langfred 2004, 2007) and as a defining feature of professional work (Abbott 1988; Scott 1982; Wallace 1995).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “But there can also be downsides of high team interdependence; the need for tighter coordinationwith others can act as a constraining force that reduces employees’ opportunity for individual job autonomy (Langfred, 2007).”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, neutral): “…organizational commitment, job satisfaction, positive attitudes toward the organization, and greater levels of performance (e.g., Colquitt, Scott, & LePine, 2007; Costa, 2003; Dirks & Ferrin, 2002; Kanawattanachai & Yoo, 2002; Kirkman, Rosen, Tesluk, & Gibson, 2006; Langfred, 2007; Webber, 2008).”
Advancing research on team process dynamics (2015, background): “…2010a, 2010b), motivational and affective factors (i.e., team cohesion, efficacy, potency, trust, and conflict; Dierdorff, Bell, & Belohlav, 2011; Langfred, 2007), and behavioral factors (i.e., team process behaviors, regulation, and adaptation; Chen et al., 2009; DeShon et al., 2004).”
Trust Between Entrepreneurs and Angel Investors (2014, background): “While prior research has typically aggregated such perceptions to the team level to measure intrateam or intragroup trust (e.g., Langfred, 2007; Simons & Peterson, 2000), we treat these individual perceptions separately to reflect the idea that interpretations of the degree of trust in a…”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, background): “In groups experiencing high levels of relationship conflict, it is very likely that members do not share mutual understanding and acceptance; therefore, the level of trust is expected to be low (Langfred, 2007).”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “While researchers increasingly include constructs such as task interdependence (Guzzo & Shea, 1992; Langfred, 2007) and relational mechanisms (Grant, 2007; 2008a; 2008b) in research models, more work is needed to understand the effects such job design aspects have on motivation to share knowledge.”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, background): “If members are allowed to openly criticize each other regarding personal issues not related to the task (e.g., personal appearance, political viewpoints, lifestyle issues; Jehn 1994), the respect and trust members have for each other can be damaged (Langfred 2007).”
The Effects of Group Conflict and Work Stress on Employee Performance (2013, background): “Although both task and relationship conflicts can cause tension and stress in the workplace (Amason and Schweiger 1997; Hon 2012; Langfred 2007), the outcome of that conflict (whether beneficial or detrimental) depends on the type of stress.”