Do Conflict Management Styles Affect Group Decision Making? Evidence From a Longitudinal Field Study
By Timothy Kuhn, Poole. 2000
233 citations recorded by the source corpus.
Subfields: Gender Studies, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/77bd66346dba1e59a13b7e7a666b3301e7652983
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Gender Studies
- Peter J. Jordan
- Ashlea Troth
- Helena Lidgoster
- Ronald S. Beebe
- Helena Lidogoster
- H. Desivilya
- A. Somech
- Adam M. Grant
In Social Psychology
- Ashlea Troth
- H. Desivilya
- Helena Lidogoster
- Peter J. Jordan
- Helena Lidgoster
- Ronald S. Beebe
- A. Somech
- Izhar Oplatka
In Sociology and Political Science
- Helena Lidgoster
- Ashlea Troth
- Peter J. Jordan
- Ronald S. Beebe
- Helena Lidogoster
- H. Desivilya
- A. Somech
Citations in the corpus
- Predicting Burnout, Conflict Management Style, and Turnover Among Clergy (2007, background): “Some theorists acknowledge that different circumstances require conflict management styles appropriate to the setting (Kuhn & Poole, 2000).”
- Team conflict management and team effectiveness: the effects of task interdependence and team identification (2009, methodology): “Moreover, considering conflict management at the team level raises some questions regarding the process of adopting and maintaining a particular stylistic choice, which might be more than a simple formulaic combination of individual styles (Kuhn & Poole, 2000).”
- Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution (2004, background): “In later work, Mayer and Salovey (1997) argued that emotional intelligence is differentiated from other forms of intelligence (e.”
- Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship Conflict (2010, methodology): “This research embraced a team-level perspective, treating each variable as indicating the team’s predominant patterns of reality construal and its main behavioral tendencies (Kuhn & Poole, 2000).”