The conflict‐positive organization: it depends upon us

By Dean Tjosvold. 2008

433 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8dbf7c8fc562b75608d886465ab6d371d66342f0

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Team identification, trust and conflict: a mediation model (2010, background): “An abundance of research conducted mainly by Tjosvold (2008) and his colleagues show that con- flict, when managed properly, can shape favorable outcomes.”
The Interpersonal Challenges of Instructional Leadership (2015, background): “Several sources of evidence suggest that open-minded consideration of different points of view promotes learning and integrative problem-solving (Tjosvold, 2008; Tjosvold et al., 1999).”
Examining the “Pros” and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict (2013, background): “Research clearly suggests that debate spurred by devil’s advocacy and dialectical inquiry (Schwenk, 1989), constructive controversy (Tjosvold, 1982, 1985, 2008b), cooperative conflict management (Deutsch, 1949, 2006), minority dissent (De Dreu & West, 2001; Nemeth, 1986), and weak hidden profiles…”
Managing for Innovation: The Two Faces of Tension in Creative Climates (2010, positive): “…main expressed benefits of productive conflict is the potential positive effects of exchanging different points of view and avoiding group-think (Tjosvold, 2008), but if the conditions are such that those with more influence close down the exchange too early, then the benefits cannot…”
The paradox of intragroup conflict: a meta-analysis. (2012, background): “Task-related conflicts, for example, may facilitate innovativeness and superior group decision making because they prevent premature consensus and stimulate more critical thinking (e.g., Amason, 1996; Jehn, 1995; Pelled, Eisenhardt, & Xin, 1999; Tjosvold, 2008; Van de Vliert & De Dreu, 1994).”
Linking Transformational Leadership and Team Performance: A Conflict Management Approach (2011, positive): “Cooperative goals, as fostered by transformational leadership, contribute to the team members’ belief that conflict is a mutual problem that needs common consideration and an integrative solution so that each participant can move towards his or her goals (Alper et al., 2000; Chen et al., 2005; Tjosv”
Conflict management between and within teams for trusting relationships and performance in China (2009, background): “Conflicts appear to be important opportunities to develop or undermine trust (De Dreu, 2008; Tjosvold, 2008).”
Constructively managing conflicts in organizations (2014, background): “Research using a variety of theoretical frameworks has demonstrated that conflict can actually affect whether managers and employees accomplish a wide range of important tasks (Tjosvold 2007).”
Team learning: building shared mental models (2011, background): “An open-minded discussion of diverse views is a critical social process by which a more complete awareness and appreciation of the complexity of the problem at hand is developed, incorporating the diverse ideas (Tjosvold et al. 2004; Tjosvold 2008).”
Moving from Abuse to Reconciliation: A Power-Dependence Perspective on When and How a Follower Can Break the Spiral of Abuse (2017, background): “Individuals with collectivistic cultural values are inclined to avoid conflicts and proactive ways of dealing with aggressors (Tjosvold, 2008).”