Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis.

By C. D. De Dreu, Laurie R. Weingart. Journal of Applied Psychology, 2003

3,093 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7778250d2fc6fe6a3110c327b213ea228c8ca683

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Citations in the corpus

Passive responses to interpersonal conflict at work amplify employee strain (2009, methodology): “In Samples 1 and 2 the same questions were used to assess the occurrence of interpersonal conflict over task issues and over relationship issues (see De Dreu & Weingart, 2003).”
Beyond Team Types and Taxonomies: A Dimensional Scaling Conceptualization for Team Description (2012, methodology): “For example, De Dreu and Weingart (2003) quantitatively reviewed the literature on team conflict from 1993 to 2002 and used neither of these previous systems.”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “…cognitive conflict undermines decision-making when the group is incapable of adequately reflecting on and integrating divergent views brought to the table (de Dreu & Weingart, 2003; de Wit et al., 2012; Gamero, González-Romá, & Peiró, 2008; Gardner, Gino, & Staats, 2012;Mooney et al., 2007).”
Reframing the Decision-Makers’ Dilemma: Towards a Social Context Model of Creative Idea Recognition (2017, background): “For example, if different assessments give rise to perceived value differences between actors in and not in decision-making roles, this could lead to relationship conflict—a type of conflict shown consistently to harm performance (De Dreu & Weingart, 2003; Jehn, 1995).”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, methodology): “However, numerous studies have pointed out that the two types of conflict tend to coexist in groups (De Dreu & Weingart, 2003b; Simons & Peterson, 2000; Tidd, McIntyre, & Friedman, 2004).”
Representational gaps, information processing, and conflict in functionally diverse teams (2007, background): “…by representational gaps will provide reasons why task conflict (which is what representational gaps create) is generally not helpful for teams (De Dreu & Weingart, 2003), despite the widely held belief that it should be (e.g., Amason & Schweiger, 1997; Si- mons & Peterson, 2000; Van de Vliert &…”
Innovation in top management teams: Minority dissent, transformational leadership, and radical innovations (2014, background): “One reason is that task and relationship conflict are often positively associated, and relationship conflict undermines the beneficial effects of task conflict (De Dreu & Weingart, 2003; De Wit et al., 2012; also see Chen et al., 2005).”
Social influence, creativity and innovation (2008, background): “However, De Dreu and Weingart's ( 2003 ) meta‐analysis found that both relationship conflict and task conflict hurt team performance.”
Team identification, trust and conflict: a mediation model (2010, methodology): “…good deal of literature indicating that task conflict is constructive while relationship conflict is destructive, empirical evidence has painted a somewhat negative picture of the overall effect of both task and relationship conflict on performance (De Dreu and Weingart, 2003; Ilgen et al., 2005).”
Team learning: building shared mental models (2011, background): “The role of conflict, as the process resulting from differences in point of view, is highly relevant here (De Dreu & Weingart, 2003).”
A Multilevel View of Intragroup Conflict (2008, methodology): “Research on intragroup conflict has demonstrated the powerful and often detrimental effects of conflict for group effectiveness (DeDreu & Weingart, 2003; Hambrick, 2007).”