The Effects of Conflict Asymmetry on Work Group and Individual Outcomes

288 citations recorded by the source corpus.

How researchers see this paper

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Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “This article represents a dyadic explanation of Jehn et al.’s (2010) work on Team Microdynamics † 479”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, background): “Second, as Jehn, Rispens, and Thatcher (2010) argued, individuals’ experience of RC, TC, and PC differs from one another as the lack of symmetry induces different attitudes and behaviors and could stem from individuals’ perceptions of social influences, values, or beliefs (for a review, see…”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “Jehn, Rispens, and Thatcher (2010) argued and found that diverse perceptions of team conflict may inhibit constructive conflict resolution, thus impeding effective information exchange and impairing group outcomes.”
Group Faultlines (2012, background): “However, Jehn, Rispens, and Thatcher (2010), in their recent work on conflict asymmetry, found that there are differences in conflict perceptions by team members, and the asymmetry in perceptions has an effect on both individual and group outcomes.”