THE INFLUENCE OF PROPORTIONAL AND PERCEPTUAL CONFLICT COMPOSITION ON TEAM PERFORMANCE

By Karen A. Jehn, Jennifer A. Chatman. 2000

384 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7cc797872ebd66739b11d82e4d3fda8974ad59eb

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

1. Neal M. Ashkanasy
2. Katherine Hamilton
3. C. Haas
4. Peter J. Jordan
5. Ashlea Troth
6. Oluremi B. Ayoko
7. K. Leung
8. Dirk De Clercq

In Social Psychology

1. Likoebe Mohau Maruping
2. Ashlea Troth
3. Peter J. Jordan
4. Ritu Agarwal
5. Neal M. Ashkanasy
6. Leslie A. DeChurch
7. Katherine Hamilton
8. Vishal K. Gupta

In Sociology and Political Science

1. Neal M. Ashkanasy
2. Leslie A. DeChurch
3. Ashlea Troth
4. Katherine Hamilton
5. Likoebe Mohau Maruping
6. Peter J. Jordan
7. Ritu Agarwal
8. C. Haas

Citations in the corpus

• CONCEPTUALIZING THE CONSTRUCT OF INTERPERSONAL CONFLICT (2004, background): “More recently, Jehn identified process conflict as a third type of conflict, and defined it as an awareness of controversies about aspects of how task accomplishment will proceed (Jehn, 1997; Jehn and Shah, 1997; Jehn and Chatman, 2000; Jehn and Mannix, 2001).”
• Managing Emotions During Team Problem Solving: Emotional Intelligence and Conflict Resolution (2004, background): “Indeed, organizations where functional conflict is a part of the culture tend to be more creative and responsive to clients, report better performance, and benefit from improved decision making because different ideas and opinions can be expressed and resolved openly (Jehn & Chatman, 2000).”
• When good conflict gets better and bad conflict becomes worse: the role of social capital in the conflict–innovation relationship (2009, background): “Yet different functional areas may have different perceptions about the conflict that arises in their collaboration (Jehn and Chatman, 2000), and therefore, our relationship between the firms’ functional departments.”
• Effects of task and relationship conflicts on individual work behaviors (2011, background): “Some recent studies have considered the possibility that individuals within the same group may differ in their perception of conflict severity due to different demographic profiles or degrees of involvement ( Jehn and Chatman, 2000; Jehn et al., 2006; Pelled, 1996; Rispens et al., 2007).”
• The Influence of Team Knowledge and Formal Plans on Episodic Team Process-Performance Relationships (2006, background): “Jehn and her colleagues have consistently demonstrated that a failure to manage member conflicts, and in particular interpersonal conflicts, is detrimental to performance (see Jehn, 1995; Jehn & Chatman, 2000 ).”
• A multilevel model of affect and organizational commitment (2010, background): “As a result, it influences the effectiveness of group process, increases poor team decisions (Simons & Peterson, 2000), and decreases individual satisfaction and commitment to groups ( Jehn & Chatman, 2000; Jehn, Neale, & Nothcraft, 1999).”
• Trust and conflict within virtual inter-organizational alliances: a framework for facilitating knowledge sharing (2005, background): “[35] K.”